In July 2024, the management of Mankind Pharma Ltd. (Mankind) was discussing future avenues for sustainable growth. Rajeev Juneja, the vice chairman and managing director, wanted to make Mankind among the top three domestic pharmaceutical players in India by revenue in the coming decade. One way the company could have achieved its growth objectives was to launch a range of specialized drug formulations in therapeutic areas with high growth potential. Another alternative was to expand its consumer business, as Mankind already had some well-known brands in wellness, hygiene, and personal care in the consumer health business. Choosing both options was not feasible due to constrained resources. Management had to make a decision.

Ninety One Cycles, a company owned by Alphavector (India) Private Limited, gained popularity in the Indian bicycle industry. Vishal Chopra, the company’s chief executive officer and cofounder, was reflecting on its growth over the last six years. Within a short period of time, it had become one of India’s most well-known bicycle manufacturers. Despite its success, the company was still considered a niche player, with its sales confined to major cities in India. Chopra wanted to turn Ninety One Cycles into a leading manufacturer in the bicycle market in India. However, he wondered whether the company could achieve such an ambitious goal, considering that most of its revenue came from online sales. It was up to him to look at various strategic options to achieve the company’s long-term objectives.

Malabar Gold & Diamonds (Malabar) was established in 1993 in Kerala, India. By 2019, the company was a leading retail chain in India's jewellery market and one of the top five jewellery businesses in the world, selling their products through 117 Indian outlets and 143 global outlets across nine countries. Most of Malabar's domestic revenue came from the southern region of India, and the company was looking to extend its footprint across the entire Indian market. However, the country's jewellery market was highly competitive, with a strong presence of regional players, and consumers in each Indian state had their own unique preference for jewellery design. Malabar needed to find a strategy to expand its presence into the country's uniquely different geographic areas.

Malabar Gold & Diamonds (Malabar) was established in 1993 in Kerala, India. By 2019, the company was a leading retail chain in India's jewellery market and one of the top five jewellery businesses in the world, selling their products through 117 Indian outlets and 143 global outlets across nine countries. Most of Malabar's domestic revenue came from the southern region of India, and the company was looking to extend its footprint across the entire Indian market. However, the country's jewellery market was highly competitive, with a strong presence of regional players, and consumers in each Indian state had their own unique preference for jewellery design. Malabar needed to find a strategy to expand its presence into the country's uniquely different geographic areas.

Vijay Sales Ltd., established in 1967, had become one of India’s leading retail chains in consumer electronics and appliances by 2020. The company sold products through 102 exclusive stores in northern, western, and southern India and had developed a loyal customer base across wide geographies, particularly among the 40-plus age group. However, the company faced challenges in attracting a younger demographic, specifically millennial customers. To secure its future, the company needed an effective marketing strategy to position it as millennial customers’ preferred retail brand for consumer electronics and appliances.

Vijay Sales Ltd., established in 1967, had become one of India's leading retail chains in consumer electronics and appliances by 2020. The company sold products through 102 exclusive stores in northern, western, and southern India and had developed a loyal customer base across wide geographies, particularly among the 40-plus age group. However, the company faced challenges in attracting a younger demographic, specifically millennial customers. To secure its future, the company needed an effective marketing strategy to position it as millennial customers' preferred retail brand for consumer electronics and appliances.

Shubam Goldiee Masale Private Limited was a family business established by two childhood friends in 1980 in Kanpur, northern India. In 2004, second-generation family members began joining the business. With the arrival of the new generation, the company started renewing its business operations. The two founders divided specific management roles and responsibilities of key departments among second-generation family members, although control of the company’s overall operations remained with the founders. By January 2019, the company had grown steadily to employ over 4,000 people and become associated with more than 1,500 distributors, selling its products across various locations across India. The management team, which consisted of all family members, wanted to make the company a leading brand in the Indian spice market by taking advantage of new growth opportunities. However, the founders wondered if the company should consolidate its position in the existing products and markets, or venture into uncharted territories.

Shubam Goldiee Masale Private Limited was a family business established by two childhood friends in 1980 in Kanpur, northern India. In 2004, second-generation family members began joining the business. With the arrival of the new generation, the company started renewing its business operations. The two founders divided specific management roles and responsibilities of key departments among second-generation family members, although control of the company's overall operations remained with the founders. By January 2019, the company had grown steadily to employ over 4,000 people and become associated with more than 1,500 distributors, selling its products across various locations across India. The management team, which consisted of all family members, wanted to make the company a leading brand in the Indian spice market by taking advantage of new growth opportunities. However, the founders wondered if the company should consolidate its position in the existing products and markets, or venture into uncharted territories.