A company operating in the office furniture segment in India and the UAE was generating strong turnover, but profits were shrinking. Competition was intense and both trade and non-trade expenses were increasing. The business had evolved from the owners’ traditional furniture trading and manufacturing activities and was seen internally as a backward and forward integration move—but the strategy was limited to pushing sales.

As a relatively new player in a market dominated by long-established brands, the company tried to compete using the same tools as its legacy rivals. It did not have the deep networks or long-standing relationships needed to win large project procurements, especially in complex tender-driven environments.