Kamal Kapoor, a cotton shirting fabric wholesaler based in Delhi, India, was unable to decide whether or not to continue his business. Retailers had been procrastinating regarding their outstanding payments and international suppliers offering exclusive goods were asking for advance payments. Domestic suppliers had disintermediated the channel by directly approaching retailers or launching their own retail brands. In addition to these challenges, e-tailors were eroding Kapoor's business, as modern consumers preferred ready-made shirts at reasonable prices that were available at their convenience. In light of this changing landscape, Kapoor was unsure whether his business model was sustainable. He considered various alternatives, such as whether he should move forward in the value chain by starting his own private retail brand or move backward by acting as an agent. He even contemplated focusing on a niche segment of the market that offered higher margins but not high volumes. Time was running out. Kapoor had to investigate the three options and make a choice, keeping the working capital cost of each in mind. Or was it simply time for Kapoor to liquidate his assets and exit the business on which he focused so much time and energy? Sakhhi Chhabra is affiliated with ICFAI Business School-Gurgaon.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W20652

発行日：2020/8/13

登録日：2021/3/8