Zyne: Growth Pangs in a Commoditized Market

Abstract

Marketing entails challenges. It is even more challenging in developing markets such as India. This case revolves around the challenges faced by a relatively new entrant in the Indian home furnishings market—Zyne. Launched in 2010 and managed by Raman, a third-generation entrepreneur, the case revolves around the opportunities and challenges faced by Zyne and the options it has for effectively positioning itself in the competitive home furnishing market. The company faces a host of challenges in its quest for expanding its market presence. The market for home furnishings is growing but is highly fragmented, with many small and fringe players in the fray. Zyne must ensure good product quality, competitive pricing, higher promotional expenditures and an effective channel strategy to succeed in such a market. It must also extend its channel reach to more prospective markets. As the market matures, new entrants will enter as the investments needed to enter this market are relatively low, and many companies depend on cheaper imports. The company is at a crossroads and plans to establish itself alongside more established rivals such as Bombay Dyeing. Given the backdrop, Raman, armed with an MBA degree, does not want to let go of the opportunity and wishes to assess three options: (i) enter into alliances with international brands and gain entry into more established retail channels, (ii) review and revamp its distribution network and (iii) enhance investments at point of viewing in retail outlets and train the sales personnel in stores to push the Zyne brand.