Yogesh Bellani was the chief executive officer of FieldFresh Foods Private Limited (FieldFresh), a joint venture between Bharti Enterprises and Del Monte Pacific Limited. Bellani, with his entrepreneurial mindset, had successfully led FieldFresh in establishing the Del Monte brand in India. A great deal of that success was attributable to Bellani’s ability to capitalize on business-to-business sales. <br><br>FieldFresh had pivoted to a business-to-consumer (B2C) sales model, but issues that arose in fiscal year 2019–20 and were expected to be more pronounced in 2020–2021 indicated that an even greater emphasis on B2C sales was needed. The pivot to B2C would be crucial to unlocking the equity FieldFresh had built with the Del Monte brand and would enable the brand to take a leadership position in key categories, but was this the right time to make that change?
Yogesh Bellani was the chief executive officer of FieldFresh Foods Private Limited (FieldFresh), a joint venture between Bharti Enterprises and Del Monte Pacific Limited. Bellani, with his entrepreneurial mindset, had successfully led FieldFresh in establishing the Del Monte brand in India. A great deal of that success was attributable to Bellani's ability to capitalize on business-to-business sales. FieldFresh had pivoted to a business-to-consumer (B2C) sales model, but issues that arose in fiscal year 2019-20 and were expected to be more pronounced in 2020-2021 indicated that an even greater emphasis on B2C sales was needed. The pivot to B2C would be crucial to unlocking the equity FieldFresh had built with the Del Monte brand and would enable the brand to take a leadership position in key categories, but was this the right time to make that change?
In 2015, Homesake entered the home décor sector in India by designing, producing, and selling home décor products, including lighting, tableware, and wall hangings. By 2018, after three years in operation, Homesake had generated sufficient sales that its founder was ready to grow the business internationally; increase its traditional (offline) retail sales; and expand to hotels, bars, pubs, and restaurants. However, challenges related to a possible expansion were becoming evident, including the contractual nature of the labour force, inefficiencies in the supply chain, a constant need to design and develop new products, and the need to improve quality control and logistics. What would be the best course and business model for the founder to pursue to ensure Homesake's consistent growth in the future?