Unleashing the plight of Gardens and Beyond: a growth adrift

Learning outcomes After completion of this case study, which has been framed in context to Bloom’s taxonomy, students/managers will be able to understand the importance of labor-intensive artefacts in the Indian economy; assess how bulk-buying can enhance the profitability and operational efficiency of a venture; analyze the impact of high-shipping costs on the clientele; and create a strategic blueprint as an imperative for addressing the issues in Gardens and Beyond via relevant frameworks. Case overview/synopsis Gardens and Beyond was founded by Iram Shervani (she) in January 2019 at Prayagraj [1], India. The venture dealt with handcrafted, vibrant bird houses with roots in sustainability and nature. Even though there were numerous names associated with the making of bird houses, the creations of Garden and Beyond were unique in terms of innovations, intricate patterns and vibrant hues. Shervani managed the brand with a small team of three people, including her. Eventually, with the increasing brand awareness of her venture, the demand for the offerings significantly gained momentum over the years. However, it was November 2023 when Shervani faced the prime complexities – as the demand surge became promising, it also began causing a strain on handling bulk orders. Another key issue was the high shipping costs, which added new pressure on the existing business model. She was dicey if decreasing the shipping costs would solve the issue or affect the profit margins and if increasing the team size all alone would significantly improve the overall operations. Shervani was struggling to find a way out. Complexity academic level This case study can be broadly used for undergraduate management courses like Bachelor of Business Administration in the field of entrepreneurship and marketing. It can also be taught in various capstone courses. Supplementary material Teaching notes are available for educators only. Subject code CSS8: Marketing