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The ''Taxi For Sure: Technological Innovation in the Radio Cab Industry'' and ''The Radio Cab Industry (August 2014)'' cases present an example of the services industry arguably experiencing disruption owing to technological innovations. This case is set in the radio cabs industry in a developing nation (India). The case takes the perspective of the management of TaxiForSure, a Bangalore-based startup operating in the radio cab industry in India, whose management team has to chart its growth strategy as well as review the operating model in order to ensure that they maintain a competitive edge. Introduced in India in 2000, the concept of radio cabs took off only around 2006-2007 when Meru Cabs entered the industry. Since then, the industry has evolved rapidly with several startups entering the market owing to its huge potential for growth. The strategic and operational decisions made by these companies play a major role in deciding their future as they vie for the same set of customers and drivers in somewhat similar cities across India (with some companies planning overseas expansion). There are two key operating models followed by companies in the radio cab industry - the ''owner operator model'' and the ''aggregator model''. The cases explore the benefits and consequences of choosing either of the two models as well as trigger a debate on adoption of a "hybrid model".

The Akshaya Patra Foundation (TAPF), a Bangalore based non-governmental organization (NGO), has been hailed globally for running the world's largest school meal program. It operated through 16 centralized and 3 decentralized kitchens across 9 states of India; it states its Mission 2020 as being able to reach out to 5 million children by 2020. The challenge that the foundation faces in achieving its stated mission is not only of scaling up by 2020, but also of maintaining the economic sustainability of its operations in view of increased government spending on alternative social sector schemes such as Right to Food, which may reduce or limit allocations to the Mid-Day Meal (MDM) scheme. The case aims to look at the critical challenges that Akshaya Patra faces in sustaining its operations and the several sustainability initiatives undertaken by the NGO to meet the various challenges and the opportunities that it could further take to innovatively fulfil its mission of feeding 5 million children daily by 2020. It looks at the interrelations between the different dimensions of sustainability and uses frameworks to assess these sustainability initiatives at Akshaya Patra. The (B) case supplements the (A) case.

The Akshaya Patra Foundation (TAPF), a Bangalore-based non-governmental organization (NGO), has been hailed globally for running the world's largest school meal program. It operated through 16 centralized and 3 decentralized kitchens across 9 states of India; it states its Mission 2020 as being able to reach out to 5 million children by 2020. The challenge that the foundation faces in achieving its stated mission is not only of scaling up by 2020, but also of maintaining the economic sustainability of its operations in view of increased government spending on alternative social sector schemes such as Right to Food, which may reduce or limit allocations to the Mid-Day Meal (MDM) scheme. The case aims to study the critical challenges that Akshaya Patra faces in sustaining its operations and the several sustainability initiatives undertaken by the NGO to meet the various challenges it faces and the opportunities that it could further take to innovatively fulfil its mission of feeding 5 million children daily by 2020. It looks at the interrelations between the different dimensions of sustainability and uses frameworks to assess these sustainability initiatives at Akshaya Patra.

Spreadsheet supplement for IMB475.

The Akshaya Patra Foundation (TAPF), a Bangalore-based Indian non-governmental organization, is hailed globally for running the world's largest school meal programme. It has grown from serving five schools in Bangalore in June 2000 (1,500 children) a day to its current operations of 19 locations in nine Indian states, providing lunch meals to approximately 1.5 million school children every day. This case looks at the operations of one of its larger kitchens, which is located at Vasanthapura in Bangalore. It describes the complete range of activities: procurement, pre-processing, cooking, and finally packaging and dispatch, at this center. The case is rich in data and helps generate discussions around the material planning, procurement, and production planning activities at this kitchen.

This case presents an example of the challenges faced by a firm when a new technological option is available. The case is set in the real estate industry in a developing nation (India). The case considers the perspective of Ravindra Pai, Managing Director of Century Real Estate. Ravindra Pai has to choose, for a part of a new project, between two technologies of building construction: the existing and proven conventional reinforced cement concrete (RCC) method of construction and the new and unproven pre-fabricated construction technology for an upcoming residential project in Bangalore (IT city of India). The case explores the benefits and consequences of choosing either technology and presents an example to understand the challenges faced by firms while deciding whether to invest in a new technology.