Case Details

The case describes the challenge of an Indian officer who as administrative head facing challenges to revitalize Khadi, a handwoven sustainable and environment friendly fabric that has a deep root in India's struggle for independence and cultural identity.

With fast changing consumer preferences at all age group, with more specific to Zen Z, the global fashion industry was undergoing a transformation driven by fast fashion brands such as SHEIN, Zara and H&M, which reshaped consumer expectations toward affordability and trendiness.  At the same time, sustainable and environmentally friendly products like Khadi often were more expensive and less fashion-driven.

From an environmental perspective, khadi production required significantly fewer resources than industrially produced fabric. Specifically, it required approximately three liters of water per square meter, compared to 55 liters for mill-produced fabric, demonstrating its environmental efficiency. Khadi was a handwoven fabric spun from cotton yarn on a charkha a traditional spinning wheel used in South Asia.

Srinivasan's vision was to reposition Khadi as a sustainable yet accessible alternative to fast fashion, bridging the gap between tradition and modernity, affordability and sustainability, and consumer expectations and ethical production practices. Textile Industry due to fast changing fashion was driven by profit maximization rather than sustainable practices. This case emphasize the importance of sustainable product, maximizing the balance between modern fashion choices and affordable price to promote the Khadi among various age group with specific reference to millennials and Generation Z.

following all this case aim to help participants to analyse the various situation and scenario that Srinivasan is facing, following this these were the segment of challenges and how to tackle these issues, he was going through.