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After completion of the case study, the students will be able to identify and discuss competition using Porter’s five forces, analyse and understand the enablers and challenges that impacted Rocky Brands’ growth and recommend a solution in relation to Rocky Brands’ growth strategy.

This case study investigates Rocky Brands, a South African manufacturer and distributor of cleaning products in the retail market. The case was set in November 2022 and highlights the important events ranging from the company’s founding in 2011 up until 2022. This case aims to study strategy in the South African fast moving consumer goods industry. At the time of writing the case study, Rocky Brands was operating across South Africa, with their main manufacturing warehouse in Johannesburg and a subsidiary manufacturing warehouse in Durban. They were changing the Durban warehouse to a distribution warehouse, as they planned to manufacture primarily from a bigger warehouse in Johannesburg. Rishav Juglall, the main protagonist, is the founder and managing director of Rocky Brands. Rocky Brands imports and redistributes several of the brands that the company sells, including Weiman’s, Wright’s and Goo Gone. They also manufacture their own line of products in South Africa under the Oakmont brand. Juglall acknowledges that their sales and revenue have grown yearly, but they have recently saturated the market and reached a plateau. Juglall needs to determine whether he should diversify into Africa, expand his product range or enter the market for private label cleaning products.

The case study’s primary focus is on strategy in an emerging market. This case study is suited to undergraduate students studying Porter’s five competitive forces, SWOT analysis (see teaching note exhibit) or the Ansoff matrix in the fields of strategy, marketing or macroeconomics. This case study can be taught in courses such as decision-making, environment of business, leadership or strategic implementation. The case study will teach students how to apply the frameworks to a business and assist students in determining which option is best for the business.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip students with how entrepreneurs can overcome certain barriers and use technology to achieve product–market fit, taking the Indian laundry sector as an example. The following are the key learnings for the case: start-ups need to continuously assess the product–market fit to organise a highly unorganised sector; market entry and expansion modes require proper evaluation of available entry and expansion modes before pursual; franchising decisions require firm-specific and location-specific considerations; and careful consideration given to celebrity endorsement will result in increased sales.

The Indian laundry market was a highly unorganised market and presented an untapped opportunity. While the market opportunity was enormous, the existing solutions comprised local vendors that may not provide end-to-end services (washing, ironing, etc.). The case study described how a young entrepreneur, Arunabh Sinha, overcame certain challenges to achieve a product–market fit for metro cities and later expanded to Tier 2 and Tier 3 cities in India as well. However, the challenges remained, as the firm expanded by using a franchise model, and other modes of business were required to be evaluated as well.

The case study is suitable for students pursuing MBA courses in marketing, service marketing and entrepreneurship development.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

The key learning objectives are as follows: analyze Mamaearth’s growth trajectory in the Indian market, illustrate the meaning of a direct-to-consumer (D2C) brand, analyze the importance of social media in building a D2C brand, analyze the challenges and advantages associated with a D2C brand, analyze growth and expansion options available with Mamaearth and evaluate the strategies for Indian start-ups in the beauty and personal care space.

In 2016, what began as a quest to find safe baby care products for the first-time parents Varun and Ghazal, turned into an entrepreneurial opportunity. The couple started Honasa Consumer Private Limited at Gurugram, which owned the brand Mamaearth. Conceived as a D2C brand for mothers opposed to harsh baby care products, it debuted with just six baby care products with exclusive online availability. For the brand to grow, it recreated the marketing mix to be perceived as a brand for all ages. The step successfully garnered a customer base of over 1.5 million consumers in 500 cities and a valuation of INR 1bn within four years of operations. In February 2021, Mamaearth became a brand with INR 5bn annualized revenue run rate and aspired to double it to INR 10bn by 2023. Though Mamaearth debuted as a D2C brand, after tapping around 10,000 retail stores, the Alaghs realized that many consumers still preferred transacting in the offline space. Alaghs decided to expand by acquiring a robust offline space in 100 smart cities in India. Would it be wise for Mamaearth to take forward their offline expansion plans? Alternatively, would an aggressive product innovation coupled with a more substantial online presence be a more sustainable proposition?

The case study is appropriate for Post Graduate Diploma in Management/Master of Business Administration level courses of second year in strategic brand management, digital marketing, integrated marketing communication and marketing strategy. The case stuudy may also be useful for prospective entrepreneurs planning to embark upon a D2C venture. The case study elaborates on the emergence, marketing and branding of Mamaearth. The case study helps students understand the meaning of a D2C brand and the growth options available in the Indian market for a D2C brand from the perspective of Mamaearth.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to illustrate issues in offline marketing and strategy for an in-store business, familiarize students with the challenges involved in the decision-making in integrating online and offline marketing strategies, evaluate the advantages and disadvantages of online and offline marketing and motivate students to apply marketing strategies to real-world business situations

Deepa Kumar, the founder of Yashram Lifestyle, had successfully built a niche brand with a strong online presence in the lingerie industry. Yashram Lifestyle was known for its innovative products and commitment to addressing the real-life vulnerabilities faced by women at different stages of life. With a vision to be a one-stop destination for all intimate and practical needs of women and girls, Yashram had introduced unique products such as period panties, starter bras, incontinence underwear and hygiene panties. On the contrary, Kumar acknowledged that offline marketing strategies, such as pop-up stores, collaborations with physical retailers and participation in industry events, could provide valuable insights into customer preferences, enhance brand visibility and foster direct customer engagement. Offline channels might also enable Yashram Lifestyle to better understand the market dynamics and further drive product innovation. However, owing to the associated costs, logistics and potential risks, Kumar was apprehensive about venturing into offline marketing. She wondered whether Yashram Lifestyle had the necessary assets and expertise to successfully scale up its operations while making these alternate decisions. Furthermore, she questioned herself whether offline marketing efforts would be worth the investment and whether they could lead to substantial growth and increased market share for Yashram Lifestyle.

The purpose of this case study is to provoke critical thought among undergraduate and postgraduate business and management students about Kumar’s potential course of action for Yashram Lifestyle to engage in offline marketing. It applies to the implementation of marketing strategy.

Teaching notes are available for educators only.

CSS 8: Marketing.

The case study offers interesting learning possibilities and offers the following learning opportunities to the learner. assess and conduct a macro- and micro-environmental analysis, comprehend the nature of the competitive landscape and how it changes when one looks at a digital-only versus an omnichannel marketplace, examine the product mix and policy of the firm and evaluate how it delivers customer value and analyse the pros and cons of growth strategies available to a firm and arrive at a viable and actionable future business and product strategy.

The short case study presents the story of a young start-up called Country Delight. The firm began operations in 2011 and was the brainchild of Chakradhar Gade and Nitin Kaushal. The direct-to-consumer firm addressed urban consumers’ non-articulated, latent need to get “fresh and uncontaminated” milk to their doorstep. Country Delight delivered farmer-to-consumer fresh cow and buffalo milk and milk products based on a well-designed and efficient value chain where the supply chain was either wholly owned or quality monitored by the firm. The firm began operations in India’s National Capital Region and was spread across 15 metro cities. Slowly, over the years, Gade and Kaushal added more product categories.Country Delight had a subscriber base of around 500,000, and the ambitious duo wanted to double their subscriber base and reach one million subscribers by financial year 2025. The firm was looking at various paths to achieve this number. Should Country Delight expand into new geographies? Or look at adding to the existing product portfolio? Diversification into agritourism, like the Pune-based vineyard – Sula, also looked attractive to build consumer engagement. Would taking the consumer to the farmers from whom they sourced the milk and vegetables contribute additional revenue to Country Delight and their farmer-suppliers? As the firm got ready to raise another round of funding, it needed a well-articulated growth strategy that was exciting and profitable for all stakeholders.

This case study presents the dilemma entrepreneurs face as they look at the next phase of growth. Thus, this case study serves as a learning opportunity for a graduate-level course in management and as a sounding board for those who aspire to enter the start-up space. Though this case study has the potential to illustrate basic concepts such as value chain and macro- and micro-environment analysis, the protagonist’s dilemma and the problem statement make it apt for integrated discussions that are critical in advanced electives in marketing management.

Teaching notes are available for educators only.

CSS 8: Marketing.