Suk Shah, the chief financial officer at Avant, needs to consider the marketplace lender's future relationship with traditional banks: might Avant and the banks be able to work together as complementors to offer loans to consumers, or must they always be competitors? The case describes Avant's operation, highlighting the advantages and disadvantages that marketplace lenders, and more generally fintechs, have relative to traditional financial institutions. Shah's decision must take into account the challenges marketplace lenders face in terms of customer acquisition costs as well as in terms of attracting investors to its platform. Avant faces competition from other marketplace lenders, like LendingClub, as well as competition from banks. Regulation also has an important effect on Avant's ability to directly compete with banks and its need to cooperate with them.

In this case, students step into the shoes of a brand manager at UK-based online peer-to-peer lending company Zopa as she decides whether or not to recommend that the company undertake a brand redesign. Students are provided a brand design worksheet to help them understand the component parts of brand strategy and brand design and to help structure their assessment of Zopa's current brand. They are then challenged to consider if, to what extent, and how Zopa's brand design should change as a function of the company's brand strategy. Finally, they will learn a set of best practices, or guidelines, for approaching brand redesigns.

This case gives students the opportunity to explore the concept of organizational status as a competitive asset. CEO Noura Abdullah of Saudi furniture retailer Aura founded her company as a middle-market furniture and home goods store offering affordable yet design-savvy products. By many accounts, both tangible and intangible, Aura had been a success. By late 2014, Aura had drawn considerable attention from several high-status Saudi wedding planners and media outlets, including Harper's Bazaar Interiors, Elle Décor, and Martha Stewart Weddings. This attention yielded unusually strong conversion rates (the percentage of visitors to the store who made a purchase). Foot traffic, on the other hand, remained unexpectedly low, leading Abdullah to wonder whether the high-status affiliations had unintentionally signaled to mid-market consumers that they would not be able to afford Aura's products, keeping such customers away. Students will decide, along with Abdullah, how to handle this unique "problem" as Aura enters a growth phase to other Saudi and Middle Eastern markets.