Mangalam Organics Limited: making camphor grow innovatively
Authors: Malya Sapna , Kamath Renuka 
Published: June 2024

Learning outcomes
The case study will provide an opportunity for students to identify the challenges a business-to-business (B2B) organization in a commodity product category faces in a growing environment. The students will learn to analyze and evaluate different strategies for growth and profitability. The students will be equipped to make decisions based on financial and nonfinancial data and the trade-offs therein. The case study will enable students to understand the application of the concept of operating leverage in different business conditions.

Case overview/synopsis
The leadership team at Mangalam Organics Limited (MOL) was worried about the company’s future in December 2021. The chief strategy officer (CSO), Akshay Dujodwala; the chairman, Kamal Dujodwala and the managing director, Pankaj Dujodwala had watched MOL go through many ups and downs. MOL manufactured camphor powder and supplied it to tableters [1], who would convert it into tablets, essentially used for Puja [2] purposes in India. Camphor was a white, waxy terpenoid with a strong aroma. It was mainly a commodity business with no pricing power when MOL supplied it in bulk to tableters. They had ventured into the business-to-customer (B2C) [3] space with their consumer brand “Mangalam” camphor tablets, positioned for religious uses in homes. However, this formed a very small percentage of their turnover. With thin margins and a low growth rate, it was difficult for MOL to sustain and grow, especially in the B2B [4] business. To make matters worse, their manufacturing unit caught fire in 2015, causing a major blow to their business. Under the leadership of their CSO, Akshay, they implemented strategies that helped the company bring down costs and wastage. Akshay helped MOL diversify further into the B2C market through their brands, “CamPure” for home care products and “Cam+” for health-care products. Huge expenditures on marketing and advertising were incurred to promote these brands. The COVID-19 pandemic watched the world go through a terrible phase with lockdown and rising health issues (both physical and mental). Camphor found an interesting place in immunity and religious purposes due to its aromatherapy properties and evoking feelings of relaxation. The newfound use helped MOL achieve an unexpectedly higher turnover. But Akshay knew that camphor, by itself, was fickle in providing profitability. To sustain growth post-COVID-19, MOL would urgently need to look for growth options. After giving it a lot of thought, he was faced with three options – he could either focus on CamPure as a B2C option, or concentrate completely on camphor powder and aroma as an existing B2B option or take the third option to go in for a first of its kind exclusive stores for all types of puja items called Pooja Sangam. While all these options had their own pros and cons, he had to now decide which was the best financially viable option for MOL as a way forward.

Complexity academic level
The case study is designed at the postgraduate level in an Master of Business Administration and executive education programs. Given the nature of the issues in the case study, it can be included in courses such as business strategy and strategic marketing.

Supplementary materials
Teaching notes are available for educators only.

Subject code
CSS 8: Marketing.