The learning outcomes are as follows:
define international business and explain the challenges in international business;
critically analyse the strategies for Fruttons doing business in international markets by applying the REACH model;
critically analyse the option of Fruttons to focus on the international economies by applying the framework of institutional voids; and
critically analyse the role of the growth strategy for Fruttons by applying the Igor Ansoff model.
On January 9, 2025, in Dahanu [1], Shreyas Patil (Shreyas) and Sushrut Patil (Sushrut), the founders of PolyGram’s Greens Private Limited, were going through a study titled “North America Dehydrated Food Market Research Report” (NADF). The study reported an increase in the consumption of dehydrated food due to changes in lifestyle and consumer shopping habits. The report forecasted that the North American dehydrated food market will reach 15.96 billion by 2029, covering the period from 2024 to 2029 (Market Data Forecast, 2024) [2]. Based in Dahanu, Shreyas and Sushrut established a dehydrated food company and launched the “Fruttons” brand. In 2022, they started manufacturing dehydrated fruits and vegetables using an air-dried technique. Shreyas and Sushrut followed a frugal policy. With limited financial resources, the founders had to decide whether to prioritize domestic or foreign market expansion in nations like USA, Canada and Europe. The domestic markets offered a margin little above 20%, while the international markets offered margins varying between 25% and 50% depending upon the consignment size and country sold to. Being born into a family of farmers, there always was an inclination towards the domestic market which presented an opportunity to introduce a new pulping product line for caterers, requiring investment in digital marketing. Shreyas and Sushrut were considering expanding the company and have to decide whether to focus on domestic operations or international ones. After reading the NADF report, Shreyas wondered about the scope for international expansion. The international business offered challenges related to costing, inventory management, choosing a merchant exporter, a multi-channel partner and leasing an overseas warehouse. This case aims to provide participants the chance to assume the roles of Shreyas and Sushrut and devise a growth strategy for Fruttons. This case is also ideal for teaching the “REACH Model” of management in global markets, the institutional voids framework and Ansoff’s Matrix. The instructors are advised to use structured discussions as an approach to finding the solution. Participants are to devise a solution for Shreyas and Sushrut and help them pick a market for expansion and make a strategy work for the same.
The case can be used in the following courses/programs in online, offline or hybrid modes:
The case can be integrated into a growth strategy or international expansion module in a core strategic management course within a postgraduate management program.
The case can also be incorporated into a business growth or international business module within the Strategic Management course of an Executive Education Program focused on the management of Small and Medium Enterprises.
CSS 11: Strategy.
