Abstract

In May 2008, Fabindia Overseas Pvt. Ltd. announced its plans to make 20,000 weavers from poor and backward communities its shareholders. They would be holding a stake of 51 percent in around 35 subsidiary companies floated by Fabindia in different states. Analysts felt that over the years, Fabindia had built a sustainable business model by bringing several rural artisans and weavers together and providing them with a retail platform to showcase their products across the country and also around the world largely on the strength of its marketing.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

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Keywords

sustainable business model, marketing, advertising. positioning. word of mouth, publicity. niche market, Pressure selling, Indian handloom, textile, Fabindia, Ford Foundation