This case examines Bharat Vikas Group (BVG India)'s strategic decisions in the highly competitive service facility
management business. Over the years, BVG has witnessed exponential growth from a labour-intensive market adopting the
latest technology in the service facility management business
The Asia-Pacific region accounted for approximately 40% of the global facility management market, which was valued at
US$1.3 trillion in 2024 and is projected to reach US$2.3 trillion by 2032 at a CAGR of 8.2% (Fortune Business Insights,
2025). Growth in the sector is being driven by increasing digitalization of business operations, the adoption of smart facility
technologies, the expansion of green buildings, considering the growing need for businesses to adhere to environmental
regulations, and rising demand for outsourced facility management services (International Facility Management Association
[IFMA], 2024; Fortune Business Insights, 2025).
In the Indian facility management sector, the market size is estimated at USD 159.61 billion in 2025 and is expected to reach
USD 227.75 billion by 2030, registering a CAGR of 7.37% during the forecast period 2025–2030 (Mordor Intelligence,
2025). The main growth driver being rapid urbanization. Many factors have contributed to the demand for facility
management services in this market, including an emphasis on green buildings and smart infrastructure and rising cost
pressures that lead companies to focus on core business activities while outsourcing non-core services. The business faces
key trends in the technology space including the adoption of IoT and AI, sophisticated robotic cleaning, rising demand for
smart buildings, and sustainability integration. The sector also faces many challenges. Clients expect ISO grade service at
informal sector prices, but tenders are floated to choose the cheapest vendor, not the best vendor. Another challenge consists
of rising manpower and training costs because clients expect skilled work from unskilled labourers.
BVG was founded with a socially conscious purpose to provide opportunities a large workforce of unskilled labourers in
India, but the prevailing trends and client demands create tension in this purpose as the company seeks to grow. This case
study explores BVG's management's decision whether to continue providing labour-intensive mass services that promote job
creation and broader market coverage, or to invest extensively in cutting-edge technology and concentrate on premium
clientele.