Abhishek Mall writes LinkedIn case studies about Indian companies, their founders, and how they built consumer brands. Their posts examine decisions such as creating a new product category, earning customer trust, and turning an unbranded commodity into a recognized name.
69.3K followersBased on 12 posts · latest Oct 2026
Abhishek Mall is most useful for written LinkedIn case studies on how Indian consumer companies built brands and trust.
Best for
B2B media or market research campaigns commissioning written case studies on Indian consumer companies.
Not for
Paid sponsored video campaigns with agreed performance targets or measured reach against a defined group.
Key takeaways
Shoppers mistook Gits soup mix for soap, so the company had to address that.
Ramraj reframed the dhoti as dignity and used Velcro to make it easier to wear.
Kajaria advertised tiles in 1989 when no Indian tile maker did.
Check first: Confirm partnership formats, commercial terms, recent post results, and audience breakdown before contacting them.
Main ideas
Being first does not guarantee that you will own the market · A brand can make an anonymous commodity something buyers ask for by name · The real competitor may be a habit—or a social stigma—not another company
Abhishek Mall writes LinkedIn case studies about Indian companies and the choices that shaped their brands.
Across posts on Gits, Ramraj, Sakthi Masala, Kajaria Ceramics and Century Plyboards, they turn business histories into stories about how companies earn trust, change customer habits or make an overlooked product matter.
The posts pair concrete founder moments and business details with a clear takeaway.
The Gits story also looks beyond the achievement: creating a category did not make the company its largest player.
Read Mall’s work for accessible Indian business stories that explain both the strategic choice and, sometimes, its limits.
Mall builds each case around a specific obstacle and the decision that addressed it: shoppers mistook Gits soup mix for soap; Ramraj reframed the dhoti as a source of dignity and made it easier to wear with a Velcro design; Sakthi Masala had to win trust from households accustomed to grinding spices themselves; Kajaria put a memorable brand into an anonymous tile market; and Century Plyboards addressed fears about termites and borers.
These details make the business lesson easier to follow than a timeline of milestones alone.
Mall connects founders’ choices to changes in customer behaviour, then uses figures from the post to show the reported scale.
The Gits post adds a useful exception to the success-story pattern: it says the company created a category but did not become its giant, and argues that being first is not the same as having a lasting moat.
Across five LinkedIn case studies, Abhishek Mall examines the business decision that changes how people see or buy a product.
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The posts pair a founder’s turning point with a concrete response, then test the success story against its limits: creating a category is not the same as owning it, and a product’s practical or social barriers matter as much as its reach.
Being first does not guarantee that you will own the market
Mall treats category creation as a difficult achievement, but not a lasting advantage by itself.
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The post credits the founders’ early discipline and asks what happened after others entered the category.
In a Gits post, two founders create an instant-mix market in 1963.
Their soup mix fails because shoppers confuse “soup” with “soap,” so they drop it and later test demand before building factories.
Sixty years on, Gits has not become the category’s giant.
The real competitor may be a habit—or a social stigma—not another company
Mall looks beyond rival brands to obstacles in customers’ lives: a trusted routine, a practical objection, or a loss of status.
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The posts show how product or presentation changes can address those obstacles.
In the Sakthi Masala story, the competition was households that trusted their own spice grinding.
The company developed blends to resemble home-ground masala and inspected raw materials before they entered the factory.
In the Ramraj story, the founder’s exclusion from a hotel leads Mall to frame the challenge as respect for the dhoti; the brand’s ads reverse the humiliation, while a velcro dhoti addresses the difficulty of tying one.
See the move Abhishek Mall looks for in a business story: the single decision that turned a nameless commodity into something customers ask for by name.
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In the early 1980s, Ashok Kajaria toured roughly 50 tile factories abroad, then partnered with Spain's Todagres in 1985 for technology and training.
His first factory opened at Sikandrabad in 1988, making a million square metres a year.
In 1989, he did what no Indian tile maker had done: advertise, giving tiles sold on TV and in newspapers a name families could remember.
In a market of hundreds of small anonymous factories doing cash deals, dealers began opening shops that sold only Kajaria.
The post reports ₹4,832 crore revenue in FY26, 1,850 dealers, of which 450 sell only Kajaria, and notes it took 34 years to sell 100 million square metres in a single year.
Mall's summary is blunt: where nobody has a name, the first good name wins.
For brands planning a campaign
A useful reference for commissioning a brand-building case study in a low-interest category.
Mall shapes the story around a specific trip, a technology partnership, an advertising bet and the numbers.
If a campaign needs support beyond what the post says, ask the client to supply it.
See how Mall follows an achievement story with the counter-argument most writers leave out — useful for balanced case studies rather than promotional ones.
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In 1963, two friends in Bombay saw their wives losing hours in the kitchen and started a company.
With no instant-mix category in India, they invented one.
Their first product, a soup mix, failed so badly it nearly ended the company: shoppers confused "soup" with "soap".
They dropped soups permanently and set two rules the company still follows — do not sell what you would not enjoy eating, and do not build a factory for a product until the market has accepted it.
The brand name combines the founders' surnames, Gilani and Tejani: Gits.
The post reports about ₹283 crore revenue in FY24, over 1,050 distributors and more than 4 lakh retail outlets, exports to around 20 countries, and roughly 80% of revenue still from ready-to-cook mixes, the largest being gulab jamun mix.
Then comes the part the post flags as usually omitted: sixty years on, the company is still at ₹283 crore and never became the giant in the category it created.
Being first is a legacy, Mall writes, not a moat.
For brands planning a campaign
Useful for a brief seeking honest analysis of a category pioneer. The two closing rules and unresolved scale problem give a client a concrete strategic question to build a study around, rather than a tribute.
Mall turns one founder's personal embarrassment into the thesis of the whole story — a technique for giving a profile or campaign brief an angle rather than a timeline.
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In 1983, a young man set up a tiny Tiruppur office with one table and one chair, having skipped college because his family could not afford it.
He spent 18 months at a dhoti manufacturing firm and watched the industry collapse: Tiruppur once had 300 to 400 veshti companies, most shut down, and young men were switching to pant-shirt.
He chose to sell the garment everyone called unsellable, supplying Khadi Bhandars and small textile shops, with sales growing 30–40% a year.
Then came a wedding at a five-star hotel in Chennai: he arrived in dhoti and shirt, a security guard stopped him at the door, his friends went in, and he sat alone in the garden for two hours.
He left convinced that unless people respected the dhoti, his business would not grow.
His advertising replayed his own life with the ending flipped — the man in a veshti steps out of a Benz, the guard bows, the boardroom waits.
He also fixed the practical objection with a velcro dhoti that sticks and stays, and named the brand after himself and his father, Ramaswamy: Ramraj.
It took 16 years to open the first exclusive showroom.
The post reports 375 stores across five southern states and over 15,000 dealers, with no venture funding, and a target of ₹10,000 crore turnover and an IPO by 2030.
For brands planning a campaign
A strong model for a campaign built on changing how a product is perceived, rather than what it does. The two-hour garden scene is a specific, checkable moment a brand could build a launch narrative around; the velcro detail shows the perception problem had a product answer, too.
See how Mall treats consumer habit, not rival companies, as the real obstacle — a frame that makes a household-goods story interesting to a buyer.
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In 1970s Tamil Nadu, packaged masala was unthinkable because women ground their own spices and trusted their own hands and taste.
That was the market P.C.
Duraisamy, a turmeric trader from a small town near Erode, decided to sell into, putting his own name on the package.
Starting capital was ₹10,000 and the factory a 300 sq ft room.
The post names the biggest competitor plainly: every kitchen in Tamil Nadu.
With no machine for making spice blends, the family worked out the process by trial and error until the package smelled like masala made at home.
His wife, Santhi Duraisamy, built the company alongside him, and a family rule governed quality — no raw material entered the factory without a family member inspecting it, with farmers paid directly and no middlemen, however slow that made things.
The turning point was social: more women began working outside the home, time shortened, and the same households that once refused packages started keeping one on the shelf.
Today the post reports over ₹500 crore revenue, 30+ acres of factory, nearly 1,000 employees, exports to the US, Europe, Australia, Singapore and West Asia, and still 100% family-owned.
For brands planning a campaign
Useful for briefs about behaviour change, trust-building or family businesses. The post pinpoints when demand flipped; before using that as a claim, ask the client for market research or other supporting evidence.
This answers what a founder does between a first failure and eventual scale, and shows Mall pairing a product that addresses a household fear with the personal story behind it.
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The founder grew up in Assam's plywood belt and studied economics, then started his own plywood business and was penniless within two years after a fallout with his cousins.
Rather than leaving the industry, he spent nearly a decade on small plywood and veneer ventures with little to show.
In 1986, a mutual friend introduced him to Sanjay Agarwal, who was setting up a panel door factory near Kolkata; the post records that he later called seeing that factory love at first sight.
Sajjan Bhajanka, Sanjay Agarwal and the late Hari Prasad Agarwal — all first-generation entrepreneurs — built Century Plyboards together, giving a name to a market full of unnamed plywood.
They also addressed the fear Indian families have about what lives inside their furniture by introducing borer-proof and termite-resistant plywood.
The post reports ₹5,397 crore revenue in FY26, describes the company as India's largest plywood manufacturer with factories across West Bengal, Assam, Gujarat, Tamil Nadu, Haryana and Punjab, and notes a Padma Shri for the man who went broke at the start.
Mall's closing lesson: your first failure doesn't decide your industry.
For brands planning a campaign
Relevant for a brief involving a founder with a failed first venture or a product whose value rests on removing a customer's fear. To assess the gap between the first failure and the 1986 partnership, ask the client for supporting evidence.
Case-study format with named takeaways and a closing question5
Distribution and reach as proof of brand4
Turning unbranded commodities into named consumer brands3
Founders who failed or stalled before the brand worked3
Family ownership and hands-on quality control3
Category creation and the limits of being first1
Reframing a shrinking product as status, not utility1
Turning unbranded commodities into named consumer brands
Across posts on Century Plyboards plywood, Kajaria tiles, and Sakthi Masala spices, Mall returns to the same setup: a market where buyers recognize no brand and a founder who puts a name and promise on a commodity.
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Each post identifies the specific barrier to trust — termites in furniture, nameless tiles bought in cash deals, households that ground their own spices — and the action that answered it, from borer-proof plywood to the first tile advertisement to raw material inspected by family members before it enters the factory.
Each case opens with a consumer question ("Open your wardrobe.
Look at the wood inside.
Do you know which brand it is?"), then traces the founder's decision and the market's response.
CenturyPly and Kajaria feature founders who claimed a name where none existed. Sakthi Masala entered a format — packaged masala — that households actively distrusted, so the obstacle was skepticism toward the product type itself.
For brands planning a campaign
A brand commissioning case studies on Indian consumer companies can use Mall for stories about branding a commodity: they identify the trust barrier and the specific product or marketing change that crossed it.
The Gits post is the clearest example: two founders invent an instant-mix category in 1963 India, survive a soup-mix failure caused by consumers confusing "soup" with "soap," and set rules still followed today — do not sell what you do not enjoy eating, and test the market before building a factory.
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Mall then states the uncomfortable part: sixty years later, the company is still at ₹283 crore and never became the category's giant.
Founder rules are presented as transferable, then the celebration is interrupted by a counterpoint section ("Now the part most posts would leave out").
The only post in the corpus that argues outright that being first is a legacy, not a moat.
For brands planning a campaign
For a brief on founder-led category creation, this post shows Mall naming the cost of being first rather than producing a victory narrative — useful when a client wants a case study that survives scrutiny.
Founders who failed or stalled before the brand worked
Mall's founders rarely start from strength.
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Sajjan Bhajanka is penniless within two years of his first plywood business and spends about a decade on small ventures before starting Century Plyboards.
The Ramraj founder watches Tiruppur's veshti industry collapse and is turned away from a five-star hotel by a security guard.
P.C.
Duraisamy spends years trading turmeric for other people before putting his own name on the business.
The setback lands mid-post as the turning point, and the post closes by naming the lesson, such as "Your first failure doesn't decide your industry."
For brands planning a campaign
A media or research client wanting case studies about resilience and second attempts gets a writer who builds failure into the narrative instead of treating it as a footnote.
Reframing a shrinking product as status, not utility
The Ramraj post follows a founder selling dhotis as the market abandons them for trousers.
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Mall uses a personal humiliation at a hotel door to explain the pivot from selling cloth to "selling dignity": advertising showed veshti wearers in boardrooms and beside a Mercedes, while a velcro dhoti solved the tying problem that scared younger buyers.
An autobiographical scene — two hours alone in the hotel garden — marks the moment the positioning changed.
For brands planning a campaign
This is the strongest example in the corpus for a brief on repositioning a declining product for a new generation: Mall connects a founder's personal experience to explicit changes in advertising and product design.
In the Sakthi Masala post, Mall gives weight to how the company operated, not just its growth: Santhi Duraisamy built the company alongside P.C.
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Duraisamy; no raw material enters the factory unless a family member has inspected it; and farmers are paid directly, with no middlemen. Gits is described as run by the founders' second and third generations, and Ramraj is named after the founder and his father.
Family details explain the operating model, not just the color: the inspection rule is presented as the reason distrustful home cooks eventually bought the product.
For brands planning a campaign
For consumer-company case studies where governance, succession, or family-business structure matters, Mall documents ownership and quality practices as part of the strategy, not as background.
Mall consistently closes their case studies with scale figures: ₹5,397 crore revenue and factories across six states for CenturyPly, 375 stores and 15,000+ dealers for Ramraj, over 1,050 distributors and more than 4 lakh retail outlets for Gits, and 1,850 dealers, 450 of them exclusive, for Kajaria.
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They also report what a brand still lacks: no venture funding for Ramraj, and Gits still under pressure from larger integrated players.
The numbers appear in a short list near the end, after the story, confirming the narrative rather than driving the post.
For brands planning a campaign
A client wanting quantified evidence of Indian consumer-company scale and channel reach will find dealer counts, outlet counts, and revenue in Mall's work, along with candid notes on what a brand has not achieved.
Case-study format with named takeaways and a closing question
All five posts follow a similar shape: a direct opening question or statement to the reader, a chronological founder story, a highlighted pivot or reversal, a short list of results, and stated lessons.
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Several end with a question inviting readers to share their own example, such as "Which Indian brand has been in your kitchen longer than you have been alive?" or "What's one product you still buy without caring about the brand?"
Lessons appear as short declarative statements, sometimes numbered ("Creating a category is the hardest thing in business, and it is not the same as owning it"). Occasional labels mark a turn, such as a #startup tag or a "now the part most posts would leave out" line.
For brands planning a campaign
An editor commissioning case studies gets a consistent, ready-to-publish narrative structure. The posts follow a similar shape, so clients wanting more varied treatment should request it.
The posts show Abhishek Mall analyzing Indian consumer companies—Gits, Ramraj, Sakthi Masala, Kajaria Ceramics, and Century Plyboards—as case-study subjects.
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No post states a sponsorship, client engagement, employment, ownership stake, affiliate arrangement, or investment involving Mall. The companies appear as examples in the analysis, not as disclosed partners.
Abhishek Mall writes LinkedIn case studies about Indian consumer companies, usually centring each post on one founder and one decision.
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The Gits post offers a clear example: two founders invent an instant-mix category in 1963, survive a soup mix that shoppers confused with soap, and build a business that still earns most of its revenue from gulab jamun mix.
Mall ends by noting that Gits never became the category's largest player.
The Century Plyboards and Kajaria posts apply the same pattern to unbranded commodities, while Sakthi Masala and Ramraj tackle obstacles beyond rival brands: the household habit of grinding spices at home and the loss of status attached to the dhoti.
Each post closes with short, stated lessons and a question inviting readers to share their own examples, making the set a running argument about what makes a name worth trusting.
Prince Kumar and Yash Patel offer a similar story-driven format, with a marketing or current-news emphasis; Dr Chandrasekhar Buddha covers Indian technology and institutions at national scale.
Indian consumer brandsCategory creationTurning commodities into named brandsFounder case studiesBrand strategyCase-study postsFounders and entrepreneursBrand and marketing professionals
Prince Kumar
Both write LinkedIn case studies about Indian companies.
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Prince Kumar's Titan post traces how a company worked within License Raj restrictions: it opens with a claim about government rules, breaks the story into numbered points with stated lessons, and closes by asking readers for their own example. Mall uses a similar structure for Century Plyboards, Kajaria, Sakthi Masala, Ramraj and Gits.
Prince Kumar pairs company stories with a marketing and search-visibility perspective, and the Titan case reads as a win. They keep the rough edge: the Gits post says the company created a category but never became its giant, while the Century Plyboards post opens with a founder who went broke.
Yash Patel takes one company move—Uber's new safety features, IndianOil adding packaged drinking water—and turns it into a general argument about how businesses compete.
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The framing line, supporting details and closing lesson follow the same pattern Mall uses to turn a founder's decision into a transferable rule.
Yash Patel's posts are short trend arguments about large, established companies and recent news, ending with a shift in the market. Mall's are founder histories that trace an early failure or turning point through to current revenue, dealer and outlet figures.
Chandrasekhar Buddha writes on LinkedIn about Indian technology and institutions at national scale.
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The AICTE internship post leans on quantified reach, as Mall's case studies do with revenue, dealer counts and outlet numbers. Both write for a general professional reader rather than a niche trade audience.
Chandrasekhar Buddha writes from inside a government education body, promoting a platform and arguing a position on Indian messaging apps, with contact details and campaign hashtags. Mall reports a company's history and leaves readers with a lesson rather than a call to action.
Abhishek Mall's LinkedIn profile showed 69,273 followers on 9 October 2026.
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Five posts published between 19 September and 6 October 2026 profile case studies of Indian consumer companies: a dhoti maker, a spice company, a plywood manufacturer, a tile maker, and an instant-mix pioneer.
The subject matter is a strong fit for a B2B media or market-research company commissioning case studies on Indian consumer companies, but the audience fit is unproven: the posts do not identify followers' roles, employers, seniority, industries, or countries.
Treat the follower count as accumulated connections, not reach or audience composition.
Before commissioning, ask for recent results on comparable case-study posts—views, reactions, comments, and reshares over the first weeks after publishing—and for audience survey or platform analytics documenting readers' job functions, industries, seniority, and countries.
Compare those results with your client or subscriber profile, and ask whether earlier case-study commissions are available to read in full.
Abhishek Mall’s LinkedIn posts in this selection examine Indian businesses and their founders, focusing on how companies built demand, trust and recognizable brands.
A B2B media or market research company commissioning expert case studies on Indian consumer companies is the clearest documented match for Abhishek Mall.
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All five posts follow the same approach as a commissioned case study: they take one company, identify the decision that changed it, and explain why it worked.
The Century Plyboards post traces a founder who was penniless within two years, spent about a decade on small ventures, then built a named brand in a market of unnamed plywood and answered the household fear of termites with borer-proof board.
The Kajaria post follows roughly 50 factory visits abroad, a 1985 technology partnership, a 1988 factory, and the 1989 decision to advertise tiles when no Indian tile maker did.
The Sakthi Masala post treats the real competitor as every kitchen in Tamil Nadu rather than a rival brand, and explains the taste and trust work that changed that.
The Gits post shows they will also state the limit: after sixty years, the company that invented the instant mix is still at ₹283 crore and never became the category giant.
Their own line is that being first is a legacy, not a moat.
That makes them a strong choice for campaigns on branding a commodity, founder-led category creation, repositioning a shrinking product, trust and habit change in household goods, and family-run quality practices.
Three practical conditions come with the fit.
They write text case studies on LinkedIn, not video or audio, so the campaign should be for written work.
They report company figures such as FY24 and FY26 revenue and dealer counts as they appear in the posts; clients needing audited numbers should provide and verify them.
One post cites a named source by surname only, and no interviews are shown, so clients wanting firsthand founder access should arrange it rather than assume it is available.
When to choose a specialist
A consumer brand looking to place a paid sponsored video with an agreed performance target is a poor match.
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The posts document no sponsorship or partnership offer, commercial terms, or way to inquire about one, so a buyer cannot assume Abhishek Mall sells placements.
The five posts are written editorial case studies, not promotional content about a paying brand, and they include no video, audio, newsletter, or event material to show that they produce those formats.
There is no engagement data for any post.
A campaign that needs measured reach against a defined target group cannot be assessed from the available information; the follower count of 69,273 measures connection size, not who is reading or how far a post travels.
Ask for recent performance data and an audience breakdown before making a decision.
A second poor fit is a campaign that needs original primary research, such as interviews with founders or field visits.
The posts retell public company history and state figures without showing that they spoke to the companies.
Research buyers wanting attributable first-person testimony would need to commission that separately.
They may still be a fit for written, non-sponsored case studies, but not as a paid media channel or primary-research source.
A worked campaign example
A worked angle for the written case-study campaign described above: a six-part series for a B2B media or market-research client, with each part examining a brand that put a name and a promise on a product buyers had stopped noticing.
The format follows the approach in Abhishek Mall's posts and can be commissioned directly.
Open with the buyer's own experience, as the Century Plyboards post does with the question about the wood inside your wardrobe.
Then name the barrier to trust in plain terms: termites in furniture, tiles bought in cash deals with no recognised maker, households that ground their own spices.
Isolate one decision, not a list of factors, and give it context.
For a Kajaria entry, that decision is the 1989 advertising bet, framed by roughly 50 factory visits in the early 1980s, the 1985 partnership with Spain's Todagres, and the 1988 Sikandrabad factory making a million square metres a year.
Then show the market's response: dealers opening shops that sold only Kajaria.
Keep the numbers short and attributed: ₹4,832 crore revenue in FY26, 1,850 dealers of which 450 are exclusive, and 34 years to sell 100 million square metres in a single year.
Close with the limit rather than the triumph, giving the piece credibility and research clients a line to quote.
The client would provide verified year-end figures, any access to the companies or trade sources, and the images or product facts the piece needs.
Mall supplies the narrative shape, the single-decision focus, and a plain-language reading of why the move worked.
A short sidebar per entry, “what a brand in another commodity category should copy here,” turns each study into something the client's own readers can act on.
The closing question in the posts—“which brand has been in your kitchen longer than you have been alive”—can be adapted to invite reader submissions for later parts.
Before commissioning, ask for recent performance on comparable case-study posts, including views, reactions, comments, and reshares in the first weeks after publication, and an audience breakdown by job function, industry, and country. Also ask whether earlier commissioned case studies exist that can be read in full: five posts spanning roughly three weeks are a selected sample rather than a picture of the account.
Choose Prince Kumar when a campaign needs a written expert case study on an Indian consumer company that also serves as marketing instruction.
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The Titan Watches post tells a single-company story, from the License Raj ban on private watch manufacturing and the joint venture route through the Tamil Nadu government to the bet on quartz and the shift to owned premium showrooms.
It ends with a numbered set of lessons for businesses.
The other post argues how companies can become the source AI search tools recommend.
A client gets both a case study and takeaways on visibility and content strategy from one writer.
Prince Kumar is also the better pick when the readers are marketers rather than researchers and a shorter, list-forward piece suits the format.
The two posts take different approaches.
The Titan piece tells a company history in a casual, hashtag-and-emoji style, recommends a Titan film in passing, and folds a parenthetical aside into the argument.
The AI search piece is a first-person marketing opinion, not a case study.
Prince Kumar’s posts are therefore less consistent on a single decision and a clear explanation of why a move worked.
Clients seeking research-grade copy should agree the format in advance rather than assume it.
The posts also lack the counterpoint Abhishek Mall regularly supplies: a company can do the expensive part and still fail to become the category giant.
Campaigns that value that credibility move should choose Mall.
Choose Yash Patel when the need is current market-shift analysis rather than a founder story.
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Both posts advance a present-tense thesis with examples.
The Uber post reads a set of safety features as evidence that India is moving from an access economy to a trust economy, testing the claim against UPI fraud protection, e-commerce authenticity, food delivery hygiene tracking, and bank scam detection.
The IndianOil post argues that an oil company’s move into packaged water is really about making each existing customer visit worth more.
It cites 43,603 fuel outlets and the cafés, pharmacies, and EV services being added around them.
Yash Patel is the better fit when clients want a forward-looking argument about consumer behaviour or growth strategy within assets a company already owns, and a shorter, thesis-first piece suits the reader.
The argument is there; the case is not.
The posts offer no founder chronology, category-creation story, or company financials, so readers cannot inspect the underlying decision as they can in Abhishek Mall’s Century Plyboards or Kajaria pieces.
They also end on the thesis rather than a stated limit.
For a research client who needs attributable figures, chronology, and a documented decision to quote, Yash Patel’s format offers commentary about a business, not a study of one.
Ask for supporting figures and a documented decision if those are essential.
Choose Dr Chandrasekhar Buddha when a series shifts from consumer brands to India’s public digital and skilling infrastructure.
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The reviewed AICTE internship post presents national portal numbers — verified students, internship opportunities, registered companies and colleges, and popular domains such as AI/ML, cloud, cybersecurity, and supply chain — and thanks named ministers and officials.
The second post argues for an India-built messaging platform on privacy, data sovereignty, and auditability grounds.
Clients commissioning work on employability, government-linked programmes, or domestic technology get an insider register, and the posts’ sign-off names roles at AICTE and Anuvadini AI.
The trade-off is scope and register.
This is institutional, advocacy-led writing, not a neutral case study of a consumer company.
The internship post is statistics-heavy, lists partners and thank-yous, and closes with a request for industry collaboration and contact details.
The messaging post relies on long hashtag lists and a call for responses.
Neither piece traces the single decision that changed a brand, the market’s response, and an honest conclusion.
For campaigns focused on expert brand-building case studies on Indian consumer companies, this is an alternative only if the campaign changes subject.
Abhishek Mall's five LinkedIn posts about Gits, Ramraj, Sakthi Masala, Kajaria Ceramics and Century Plyboards, along with a follower snapshot dated 9 October 2026, are the basis for this profile.
The posts were published within a few weeks of each other in late 2026.
Abhishek Mall's posts do not show per-post engagement counts, an audience breakdown, or publication dates on the posts themselves, so nothing here describes how far a post travelled or how the writing has changed over time.
The posts also do not show a sponsorship offer, commercial terms, or an inquiry route; this is an absence of documentation, not a claim that Abhishek Mall never works with brands.
Company revenue, dealer and outlet figures are reported as they appear in the posts; they have not been independently checked.
Abhishek Mall's posts do not establish a book, show, newsletter, or other work outside LinkedIn, so this profile does not claim one.
