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Agthia Group UAE: A Transformational Journey of Inorganic Growth
<p style = "color:rgb(197,183,131);"> <strong> AWARD WINNER - The Case Hub Case Writing Competition 2024 </strong> </p><br>Starting in 2024, the United Arab Emirates company Agthia Group UAE launched a new inorganic growth strategy by acquiring a series of market-leading companies. By 2025, the company had accomplished its mission to become the market leader in the food and beverage industry of the Middle East and North Africa region. The acquisition strategy was expected to generate potential synergistic benefits for both the acquirer and the acquired entities. However, Agthia Group UAE was also likely to face various challenges resulting from rapid growth. How would the company maintain its leadership position in a highly competitive market? Would the acquisitions pay off over the long term? The company planned to further enhance its operational efficiencies and leveraging capabilities across its different business units. Could Agthia Group UAE realize the expected synergistic benefits to create shareholder value? -
Guardian Lifecare: Customer Centricity as a Value Proposition
In December 2014, Guardian Lifecare Private Limited (Guardian), a pharmacy retail chain in India, was looking for ways to maintain its high growth in India’s emerging market. Riding a surge of growth in organized retailing, Guardian had become the second-largest player in the Indian pharmaceutical retail market within a decade of its launch. This market had been plagued by several structural weaknesses such as widespread sales of spurious and substandard drugs, customers’ lack of education, a poor overall customer experience, and low margins caused by the market’s highly fragmented nature. Placing customer centricity at the core of its value proposition, Guardian had addressed these weaknesses to build a successful retail chain. Now, as it prepared to open more stores as part of its consolidation phase, it needed to address several long-term growth challenges such as poor penetration in rural areas and competition from e-commerce and small local pharmacies.