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Datri Blood Stem Cell Donors Registry (DATRI), a not-for-profit social venture established in 2009 with 3,000 donors, was India’s largest stem cell donor registry. Since 2009, it had expanded until its donor base was over 267,000. While DATRI continued to work towards its vision to find a matching donor for every patient in need of life-saving stem cells, its dependence on voluntary donations was causing some pressing issues. Donors who voluntarily enrolled in the registry were backing out of the process when contacted for a transplant, and the organization was also facing fundraising difficulties. DATRI's co-founder and chief executive officer felt that not addressing these issues soon would undermine the organization’s purpose. In May 2017, he was preparing for a meeting with his team to finalize a future plan of action that would solve these problems.

Datri Blood Stem Cell Donors Registry (DATRI), a not-for-profit social venture established in 2009 with 3,000 donors, was India's largest stem cell donor registry. Since 2009, it had expanded until its donor base was over 267,000. While DATRI continued to work towards its vision to find a matching donor for every patient in need of life-saving stem cells, its dependence on voluntary donations was causing some pressing issues. Donors who voluntarily enrolled in the registry were backing out of the process when contacted for a transplant, and the organization was also facing fundraising difficulties. DATRI's co-founder and chief executive officer felt that not addressing these issues soon would undermine the organization's purpose. In May 2017, he was preparing for a meeting with his team to finalize a future plan of action that would solve these problems.

Central Parking Services (CPS) with headquarters located in Bangalore, India provided parking solutions at various malls, office buildings, airports, residential apartments, hospitals and so on throughout India. In 2013, Poornima, Director of new initiatives at CPS, wanted the company to take a strategic direction toward using analytics to strengthen its operational decisions. The company was growing exponentially and with that came the challenge of managing the high pressure of growing demand, clients' expectations as well as driving end-customer satisfaction. The company was struggling with operational issues such as demand supply gap and waiting time at the entry and exit gates of parking lot. Pricing and manpower planning are two important decisions CPS has to make to ensure profitability of the company.

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