Berrylush: scaling for growth

Learning outcomes Working through the case and the questions that follow will allow students to evaluate : critically assess the effectiveness and feasibility of Berrylush’s business model through the lens of the Business Model Canvas; understand : explain the strategies used by the organisation to gain and sustain a competitive advantage; apply : use the principles of judo strategy to develop tactics for competing effectively against well-established brands; analyse : examine how environmental changes affect the organisation; and create : formulate a growth strategy for Berrylush. Case overview/synopsis Two young MBA graduates from a top Indian management institution dreamed of running a large-scale business, providing women all over India with high-quality western clothing. In 2017, Berrylush was born with an initial business model where they designed and manufactured all their products in-house. While at one point, their maximum production capacity was only 900 units a month, within a handful of years, the brand saw its highest selling week of 2022 with sales of over 50,000 orders on India’s largest apparel and fashion website. Co-founder Alok Paul is spearheading the company’s channel expansion, taking it from only direct-to-consumer online sales to offline sales, creating an omnichannel experience for shoppers. Complexity academic level The case can be used for an undergraduate or MBA program teaching a strategic management course after the fundamentals of strategic management have been taught but before strategy execution and implementation have been discussed. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy.