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Bhuira Jams: changing lanes to break logjam

Somnath Chakrabarti (Department of Marketing, Indian Institute of Management Kashipur, Kashipur, India)
Vijay Chadha (Department of Information Systems, Indian Institute of Management Kashipur, Kashipur, India)
Rajiv Agarwal (Intellisoft Services, Noida, India)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 23 August 2019

Abstract

Learning outcomes

This case provides insights about the importance of market research, market segmentation, distribution, product positioning, branding and advertising for a small but growing enterprise. This case provides insights into nuances about organizing and running a family-owned small business –Bhuira Jams has to objectively decide on its way-forward which can be a pure social enterprise or a pure commercial enterprise. This case provides understanding regarding the differences between the two models in terms of funding, accounting, legal, marketing and operational aspects.

Case overview/synopsis

In January 2017, Linnet Mushran had just won an award from the PHD Chamber of Commerce for her work in generating local employment for rural women in the village Bhuira, Himachal Pradesh, India. This award did make her feel happy. However, more than happiness, it got her thinking as to how would Bhuira Jams – the child born out of her passion for mountains and out of the desire to do something good survive in the coming years? Bhuira Jams was never designed like a formal business. Being a family run socially relevant business, Bhuira Jams faces the challenge of operational efficiency, along with an uphill task in marketing and distribution. Almost 35 per cent of its sales comes from Fabindia, which re-sells the Bhuira products under the Fabindia label. Thus, currently there is very little focus and expenditure in Bhuira on marketing and distribution. Another challenge faced by Bhuira Jams is driven by the health and lifestyle changes occurring in the Indian society. Consumer preferences are shifting towards low fat diets, and there is growing Americanization of the Indian society. This can be a double whammy for Bhuira’s main product line of preserves, which are high on calorie and are traditionally British.

Complexity academic level

Bhuira Jams conceptually is close to a family owned business due to the involvement of husband, daughter-in-law and son-in-law of Linnet. Thus, this case provides insights into nuances about organizing and running a family owned small business.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 11: Strategy

Keywords

Acknowledgements

Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names, financial and other recognizable information to protect confidentiality.

Citation

Chakrabarti, S., Chadha, V. and Agarwal, R. (2019), "Bhuira Jams: changing lanes to break logjam", Emerald Emerging Markets Case Studies, Vol. 9 No. 2. https://doi.org/10.1108/EEMCS-04-2018-0055

Publisher

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Emerald Publishing Limited

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