The Government of India was making various attempts to revive the Sujani weaving craft. Craftspeople faced various challenges such as lack of demand, rising costs of raw material, unremunerative operations and disinterest among the younger generation in continuing with the craft. Only three families bearing the “Sujaniwala” surname practised the Sujani craft in 2024. Rafikbhai valued tradition and produced items of exceptional quality using the family handloom operated at his small ancestral house. Muzzakkirbhai adapted the weaving style for production on semi-automated and power looms and travelled to exhibitions to spread awareness of the craft; he also produced and sold other types of apparel. Abdul Khalikbhai and his family had stopped making Sujani craft items and viewed Sujani with a dispassionate commercial lens, considering it similar to any other merchandise that had to be stocked in their store to fulfil customer demand. The case enables participants to devise a marketing plan for the revival of Sujani craft and thereby raises the question of whether each of the three Sujaniwala families needed a different marketing plan. Do different craftspeople grow in different ways? What are the implications of the differences among craftspeople for government policymakers and non-governmental organisations that want to support and revive a declining craft tradition?