Published Online:March 2025
Product Name:The IUP Journal of Case Folio
Product Type:Article
Product Code:IJCF040325
DOI:10.71329/CaseFolio/2025.25.1.54-63
Author Name:Shaunak Roy
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:54-63
The case discusses how Stone Sapphire India Pvt. Ltd (SSIPL) and its brand, Skoodle Play, have evolved in the backdrop of the emerging Indian toy and stationery industry. Skoodle Play was developed as a subsidiary, with products ranging from children’s arts and crafts, educational toys, and school stationery, and it is in the sector where growth is driven by technological advancement, sustainability, and digital engagement. The toy and stationery brand faced market challenges regarding brand visibility and consumer perception, dominated by international brands and price sensitivity. The Covid-19 pandemic exposed the need to infuse brand awareness with consumer value to make markets more resilient. In this context, Skoodle emphasized client diversification and built a sense of brand ownership as strategies for reducing market vulnerabilities. With a long-term vision, the Vadodara-based toy major leveraged technical innovation, brand development, and sustainability. The case makes it possible to trace the trajectory of Skoodle against its industry trends, brand positioning challenges, and opportunities for global expansion to offer a source from which strategic diversification and brand management might be analyzed within a competitive business milieu.
The early half of 2024 marked a significant milestone for Skoodle Play, the flagship brand of Stone Sapphire India Private Limited (SSIPL), as it ventured into the rapidly evolving Indian toy and stationery market. With an initial focus on environmentally friendly arts and crafts materials, the brand expanded to include toys, educational necessities, and licensed products featuring well-known franchises like Disney and Marvel. Although Skoodle Play built brand recognition quickly through its commitment to sustainability and local manufacturing, it encountered significant challenges in developing a solid brand identity in a competitive and disintegrated market environment primarily influenced by international corporations and economically viable national competitors.