Search results

BigBasket.com, an online supermarket established in December 2011 in Bangalore, India, had become one of the major players in the Indian online grocery market by the end of March 2016.₁ Run by Innovative Retail Concepts Private Limited, BigBasket.com was operating in more than 23 cities across the country in 2016. The online grocery market in India was in a stage of growth and transformation, fuelled by India's large urban population who sought a lifestyle of convenience and ease. It had also attracted many entrepreneurs who competed fiercely with each other in a market characterised by thin margins. Intense competition ensured that only a few companies were able to survive and sustain themselves. One of these companies was Big Basket, which succeeded in spite of the competition, attracting Series D_a funding worth USD 150_b million from the United Arab Emirates-based Abraaj Group in March 2016.₂

This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.

The case tracks Dineout's evolution into a full-scale tech solution provider for restaurants. In 2020, the COVID-19 pandemic struck the world. Several countries, including India, implemented complete lockdowns to control the spread of the virus. Stringent measures to ensure social distancing, night curfews and restrictions on social gatherings continued, which were a severe blow to the restaurant industry. The restaurants' revenue streams dried up as the diners avoided dining out and preferred food deliveries, which was against Dineout's core business model. The case ends with the questions on how Dineout should wade through the pandemic when its entire business model was being challenged.