The learning outcomes are as follows: to understand the overview of footwear industry in the emerging economy of India; analyse the issues prevailing in the open market of a semi-urban city which was prone to price-sensitive customers; assess the strengths and weaknesses of the outlet which deter or persuade the store’s strategy; and synthesize the strategies and approaches that can effectively craft and surmount these hurdles, thereby deepening their understanding on strategic management, brand management and in decision-making of sustaining a business framework.
The journey of curating durable footwear and establishing a brand name was synonymous to RedTape. However, every brand requires the right strategy for propagation. Over the years, the Unnao outlet catered to tough competition by standing tall in front of rival firms in the city. Naman carefully examined the market avenues and the intense competition; he was confronted with the pressing dilemma of sustaining their competitive advantage in the open market amid the blurred lines of high-end durable footwear and the cheap counterfeits in December 2023. He had to report back to the Zonal Head in the next quarterly meeting which was scheduled in the last week of March 2024. The problem demanded immediate attention and action, and Naman was well aware of the implications that a delay in decision-making would significantly affect the market share of the brand in Unnao region which was a home to several other footwear players. Would the outlet streak ahead of the competitors or would it continue to remain in a state of stagnant numbers and gradually witness a decline in the region?
This case is designed for Management students or MBA electives in Marketing, Organizational Behaviour and Strategic Management curriculum. It can also be used in various capstone courses.
Teaching notes are available for educators only.
CSS11: Strategy.
