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The case can be used in a session on entrepreneurship, disruptive technology innovation, or focus as an aspect of strategy. The case profiles Mettl Inc., an Indian online assessment startup, as it lays the groundwork for becoming one of India's first software as a service (SAAS) companies to breach the USD 100 million threshold. Solving for flexibility, system resilience, dispersed geographical spread of candidates and test integrity, Mettl was looking to develop a viable alternative to traditional assessment methods. The case provides an outline of the assessment industry and the factors that influence Mettl's market strategy. Using the personal journeys of Mettl's founders Ketan Kapoor and Tonmoy Shingal as a narrative hook to play itself out, the case traces the conception of their initial vision and examines the market forces that led them to pivot and build a technology platform that delivered assessments. It goes on to chronicle Mettl's journey from the garage to a dedicated office in the Indian National Capital Region (NCR). Successes, setbacks and the factors on which they are predicated are discussed in detail. The case also chronicles various rounds of funding and provides critical insights into the thinking of India's pre-eminent early stage venture capitalists. It then ventures to put this initial success in perspective and asks the hard question about the future of the enterprise: How would Kapoor and Shingal traverse the road to 100 million?

Roposo founders from their original days as founders of Giveter learnt about sustainable ways of doing business in the e-commerce world and therein lay the roots of Roposo. Over time, they acquired new knowledge about user behavior and exhibited agility in acquiring new functionalities and setting up of new teams to respond to evolving user behavior on the internet both using product development skills and by creating network effects. In doing so, they seem to be stepping on new competitive realms with existing competitors from the Silicon Valley or even from Asian entrepreneurial firms. The question now arises for Roposo founders on what to do and what not to do so that the firm can continue creating competitive advantage both in its original niche space of fashion social networking and more in fashion social e-commerce going forward. At a broad level, this case is ideal to teach MBA students: 1) How firms dynamically acquire capabilities over time responding to the market and external conditions and build competitive advantage. 2) In addition, it also addresses the issue of entrepreneurial pivoting that is essential to entrepreneurial survival. 3) Finally, the case also raises the issue of focus as a key construct in strategy - where firms need to decide whether it wants to build and/or acquire new capabilities keeping in mind anticipated competitive responses from the market.