Fabindia, India's iconic garments and home furnishings business, had come a long way from its humble beginnings as an export store in 1960, selling handloom fabrics to overseas customers. In 1976, it'd started national operations in India and over the next 38 years had become synonymous with quality handcrafted products procured from artisans all over India, with a social conscience.
The company joined the twin goals of providing a sustainable livelihood for rural artisans and making a profit. The next generation of consumers, part of world order and a distinct economic environment, had widened their consumption habits and were less tied to the Fabindia ethos. Given these changes, was it time? Should Fabindia broaden itspositioning? Could it continue the exceptional growth it had experienced? If it remained in the market what should that positioning be? If Fabindia selected to extend its placement.
PUBLICATION DATE: January 26, 2015 PRODUCT #: INS970-PDF-ENG
This is just an excerpt. This case is about SALES & MARKETING
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