The study used rigorous procedures, studying media excerpts of the CEO, factory managers and craftsmen in Meerut. It employed secondary data from SG annual reports (FY 2022–24), WTO trade statistics, CMIE Prowess financials and industry analyses. Proprietary cost indicators and artisan demographics were subjected to thorough validation via cluster analyses. The triangulation of data enhanced the credibility of the results. Financial estimates were carefully developed in Excel, including sensitivity analysis for ± 20% fluctuations in cost and pricing. This thorough methodology guarantees the accuracy and reliability of the findings, creating a robust basis for subsequent research and decision-making in the domain.
Sanspareils Greenlands (SG), a sports goods manufacturer based in India, was facing a critical dilemma in the year 2025. The intense competition from low-cost manufacturers in China and Vietnam, and a raw deal by Decathlon requiring a 30% reduction in costs, created certain operational difficulties for the company. In accordance with Decathlon’s sustainability objectives and market requirements, CEO Paras Anand assessed two strategies: Full Automation, necessitating a 5.2 crore investment to increase output by 40% and decrease costs by 15%, though potentially compromising brand integrity; and a hybrid model, involving a 3.8 crore investment for partial automation and premium pricing, requiring 18 months of workforce upskilling. Some other challenges in front of the SG’s CEO were supply chain vulnerabilities, a shift in regulations, technological advancement in the industry and sustainability issues. These factors were contesting the firm’s dynamic capabilities to sustain in the long run. Here, the authors discuss how SG must integrate resource-based perspectives, stakeholder engagement and manage the consequences of evolving labour demographics for sustained success.
This case served as an essential educational resource for academic settings, aimed at MBA students and advanced undergraduates.
