Linc Pen & Plastics Limited (LPPL), a forty-year-old Indian writing instruments company, having presence in more than 50 countries through its sole brand ‘Linc’- a value brand offering affordable quality writing instruments. However, due to several external factors including steep increase of main raw material and restrictions imposed in foreign countries, LPPL’s financial performance reduced considerably in the FY 2018. This highlighted the limitations of the value driven business model to Mr. Deepak Jalan, the Managing Director of LPPL as this rising cost could not be transferred across trade and the finished products as the brand Linc was positioned as a brand that gave value for money and that became a deterrent factor in increasing the price of the finished products. Jalan felt the need to revise LPPL’s business model to strengthen its market position in the writing instrument business. This need of entering the premium segment was also accentuated by a change in consumer behavior in India, where consumers had begun spending more in discretionary items, especially those they could display in public. At that time, three options seemed most plausible to Jalan. First LPPL could introduce a premium line of Linc ball pens with higher price to capture consumers who were looking for a little more expensive but better quality pen. Second option could be to develop an entirely new product with higher price points under a new brand. Third option was completely rebranding Linc with a new brand name giving premium appeal; and then launching a mass market line to cater to Linc’s present customer segment. Jalan, the protagonist of the case, had to take a decision soon.