Hyderabad-based real estate developer Organo, led by Nagesh Battula and Vijay Durga, aimed to disrupt the market with their third project, Organo Damaragidda, focusing on eco-friendly living in Telangana. Following the success of their previous projects, Naandi and Antharam, Organo faced challenges in reaching their target audience for Damaragidda. This case study talks about how they navigate the difficult path of marketing a niche product to new market segment.

Women's empowerment means empowering women on multiple dimensions: economically, psychologically, socially, and politically. Historically, women have suffered from disproportionately reduced access to resources and opportunities. Financial literacy and inclusion are especially important to overcome the dependence of women on their husbands. This aspect is more important in situations where the husband-wife relationship was strained for a variety of reasons. Shikha Mittal founded Be.artsy to empower women to speak up and manage their finances, with financial literacy and consequent empowerment acting as the impetus for overall women's empowerment. Experiences of sexual harassment at the workplace and domestic violence prompted Mittal to design and offer programs to corporates. These programs aimed to address the above problems through customized training programs for employees of these companies, which comprised Be.artsy's business to business (B2B) markets. Although these programs were supplemented with street plays and interventions in colleges, the B2B channel was the primary channel Be.artsy used to reach out to women; it generated revenue and created an impact. Be.artsy chose financial literacy as the key pillar for women's empowerment and drove its programs through tie-ups with institutions. With the advent of the COVID-19 pandemic, Mittal launched an online program, Be Your Own Lakshmi (BYOL), that imparted financial literacy education. With free initial sessions that demonstrated the importance of financial planning and promotions through social media, BYOL had garnered some traction, with many people wanting to sign up for the paid BYOL offering. However, Mittal's desire to use BYOL as a vehicle to speed up the achievement of her vision of empowering millions of women remained unfulfilled. She needed to choose the right approach to scale BYOL, but the dilemma remained: Should she scale BYOL using the B2B or business to consumer (B2C) route?

Set in 2019, this case explores Tata Steel's journey in utilizing digital technologies to enhance customer engagement. Tata Steel, founded in 1907, had emerged as the ninth-largest steel conglomerate globally, with major production facilities in India and overseas. With a focus on B2B, B2ECA, and B2C markets, the company established a task force on digital strategy to drive innovation and stakeholder experiences. They prioritized initiatives such as reverse mentoring and the Digital Enthusiasts Exploration Program. The company aimed to "Think Big, Start Small, Scale Fast" in delivering digital projects in the Marketing & Sales division. By creating a digital roadmap and filtering initiatives based on value and execution feasibility, Tata Steel identified opportunities in each market segment. The division successfully embraced digital transformation and overcame challenges during Phase 0 and Phase 1. The case explores future considerations, including regional expansion, exploring new technologies, and upskilling the team or hiring consultants.

The case explores the journey of Tata Steel Limited (TSL), India's largest and one of the world's top steel manufacturers, to find ways of getting closer to consumers to combat commoditization. This century-old organization has weathered many disruptions from significant regulatory changes, globalization, and technology changes. The company is renowned for its high quality, operational excellence, and delivery reliability. TSL was one of the earliest steel manufacturers (as early as 2003) to recognize the need to build strong relationships with both business-to-consumer (B2C) and business-to-business (B2B) customers. This case describes the efforts of the organization to continuously introduce innovative ideas into the business, including branding various company products, such as Tata Shaktee for steel roofing sheets and Tata Tiscon for thermo-mechanically treated rebars, which are mainstay products in consumer markets. Despite its efforts to reinvent itself continually, the firm faces repeated challenges of price cyclicality and commoditization, which are characteristic of the steel industry. The company faces stiff competition from both local and global players and growing pressure on profitability. To overcome these challenges, the firm is consistently seeking ways to get closer to its customers (in B2B markets) and consumers (in B2C markets). The case highlights the nuances of TSL's market-sensing efforts, spotting the idea of making steel doors that closely resemble wooden ones, taking the product to market, and the thought process of various internal divisions. The case concludes with the leadership team of TSL facing major challenges in deciding how to continue innovating in the marketplace after the early success of the Pravesh initiative.

The case is set in 2021 and explores the journey of Chiranjeev Restaurant and Foods Pvt. Ltd., located at Koregaon Park, Pune. It has evolved sustainable business practices, delivering innovative organic food products from farm to table to its customers at the restaurant over the last 25 years. The case underlines Malaka Spice's efforts to mainstream sustainability in the restaurant ecosystem by challenging the current food system followed by fine-dining restaurants in India. Malaka Spice, led by the founder Praful Chandawarkar and his experienced management team, has implemented a circular food system by incorporating natural farming practices, enrolling local suppliers, having an integrated supply chain, training staff to efficiently use the produce, composting waste and feeding the compost back into the soil, and closing the system's feedback loop. The case explores critical events in Praful's personal life and the entrepreneurial journey that persuaded him to pursue a mission to bring prosperity to all, including the restaurant's employees and the planet's ecosystem. Malaka Spice's culture is rooted in the Indian management thought process inspired by the sutras from Kautilya's Arthashastra (ancient Indian treatise on economics, statecraft, warfare, etc.). The principles derived from the sutras led to unconventional practices within the organization. During the COVID-19 pandemic in 2021, the management team empowered the employees to start their own enterprises while continuing to be employees of the restaurant chain. They were trained to source materials and supply them to the restaurant. Malaka Spice influenced the competition to adopt its best practices and created an environment of trust to promote the cross-learning of ideas within the hospitality industry. Finally, the case delves into green solutions that the Malaka Spice team designed and prototyped to tackle the climate crisis proactively.

The case explores the journey of developing and implementing an electronic medical record (EMR) solution across the vast LVPEI network. The leadership team at LVPEI decided to take the unconventional approach of developing the EMR solution in-house and chose Anthony Vipin Das, an ophthalmologist with a flair for information technology (IT), to head this development project. The case is set in 2017 and illustrates the challenges that Das, Consultant Ophthalmologist at LVPEI, faced and overcame in developing and implementing the eyeSmart EMR software. Although LVPEI had expertise in developing and implementing eye care solutions both inside and outside India, it needed a fresh strategy for developing and scaling up eyeSmart EMR. With the efforts of Das and his team, eyeSmart EMR was successfully implemented within the LVPEI network. The case ends with Das considering different options for the evolution of eyeSmart EMR.

The case titled ""Scaling Niramai: Disrupting Breast Cancer Detection using Artificial Intelligence"" describes the relentless efforts of Dr. Geetha Manjunath, the founder of Niramai, to improve early-stage breast cancer detection in women. India was plagued by a lack of medical facilities, poor access to early-stage cancer screening programs, and a lack of awareness of breast cancer in rural areas. These were the primary causes of the high rate of death due to cancer among women, of which breast cancer was a major contributor. The case study explores the different stages of Niramai's journey and poses the key question of what Niramai should do to scale its innovative and crucial offering for marketplace success. Manjunath, a healthcare research scientist, developed an innovative thermal-analytics-based solution to detect early-stage breast cancer. Niramai's innovative product received global recognition; it was the only Indian start-up to be listed on the global business data intelligence platform CB Insights. She had the noble vision of providing an affordable early-stage breast cancer solution to women, especially the underprivileged in the hinterland of the country. Manjunath considered her start-up to be much more than merely a business. The company raised US$7 million from investors for business expansion and growth. Given the potential upside, the opportunities to raise funds and scale globally created a plethora of dilemmas and challenges for Niramai's senior management team. It was a challenge for Niramai to simultaneously balance social impact and financial goals. The case ends with Manjunath and her team contemplating various options to scale Niramai. From an analysis of the case, students will appreciate the need for an organization to develop a framework that helps it analyze the company's current situation, identify opportunities, and make key strategic decisions to boost growth.

The Organic Mandya (OM) case explores the journey of Madhu Chandan, a successful entrepreneur who gave up his comfortable life in the United States to return to his home state, Karnataka, in India and set up OM, a first-of-its-kind organic movement led by farmers in Mandya. Over the years leading up to his return to his roots, Chandan had observed certain disturbing trends such as increasing farmer suicides in Karnataka, the reduced life expectancy of the rural population, and large-scale migration of youth to cities for employment opportunities. He began to delve deeper to understand the problems faced by these farmers. He observed that the adoption of chemical farming in Mandya over the past few decades had led to an increase in lifestyle diseases and reduced life expectancy-a phenomenon hitherto unheard of within rural communities. OM was born out of Chandan's journey to change consumer and farmer behavior and encourage farmers to revert to traditional and more ecologically friendly farming practices. The case examines the challenges that Chandan encountered in convincing farmers to revert to sustainable farming practices, while simultaneously attempting to change the mindset of urban consumers by encouraging them to seek health-promoting, organically grown farm produce. This case will help students understand the traits that an entrepreneur driving a socially oriented business and led by a strong sense of purpose will need for success, as well as the challenges and opportunities in building a community-based enterprise. The case is set in August 2020, when Chandan was forced to reflect on the sustainability of OM's business model in the rapidly changing social context and increasing competition from big players. Consumer preference for online shopping for foodstuff was making it imperative for Chandan to continue to innovate OM's business model and to identify new opportunities to continue to stay relevant.

The case is set in 2017 and covers the journey of Fluid AI. Fluid AI is a five-year-old artificial intelligence (AI) startup that emerged as a pioneer in offering various AI-based products to solve various business problems. Its customers were primarily international and domestic (Indian) banks that generated and held enormous data but struggled to make sense of it. These banks needed help in solving problems such as predicting which customers they should lend money to, having an effective collection mechanism with reduced reliance on human decision-making, and using AI as modern technology to enhance the overall quality of customer experience. High cost-to-income ratios in banks provided another business imperative for building AI-based solutions to automate various operational processes in banks. Recognizing these needs, Fluid AI's founders-Raghav and Abhinav Aggarwal-built a core set of products powered by deep technical expertise and knowledge of AI algorithms. Enthused by the success from their first banking customer, the duo invested heavily in creating a two-pronged AI value proposition: predictive AI capabilities and conversational bots, with the ability to deploy solutions both on the customer's premises and on the cloud. This unique capability put Fluid AI in a formidable position to compete with more established AI startups, including some large IT service providers and product companies. The brothers did all of this in a completely bootstrapped mode, allowing the Fluid AI team full freedom to make technology, architectural, and business model decisions. They reached a critical mass of customers as more banks signed up and started using Fluid AI's products. A turning point came when Forbes magazine approached Fluid AI to help create a virtual avatar of Warren Buffett. This case traces Fluid AI's journey from being a startup, including its young founders and their dreams.

The case, which is set in the period 2014-21, provides an overview of Karma Primary Healthcare's origin and growth story. It also explores the unfolding growth opportunities, some of which emerged as a consequence of the COVID-19 pandemic. Karma was founded by Jagdeep Gambhir to deliver quality healthcare to communities in rural India. As of 2021, Karma clinics were present at 25 locations in semi-urban and rural India. Nurses at these clinics used a teleconsultation-based care model to connect the patient with doctors located remotely. The case suggests that Karma has been reasonably successful in progressing toward its original mandate of delivering care to rural communities. However, opportunities for further growth opened up. The case presents the prospects for growing the organization's nascent B2B business, given the broad acceptance of, and high demand for, tele-consultation-based care models across India during and after COVID-19. Further, the case discusses in detail the opportunity for Karma to utilize its experience and capabilities to enter urban India, and touches upon the critical factors that would determine the decision whether or not to enter this market.

The vision of Anand Mahindra, Chairman of the Mahindra Group, in spearheading climate leadership in India, focusing on the proactive steps taken in steel manufacturing by Mahindra Sanyo Special Steel Limited (MSSSPL) through science-based targets is presented. Case set in 2021, when businesses in India and countries around the world were recovering from the unprecedented setbacks caused by the COVID-19 pandemic. At the October 2021 COP26 Glasgow Summit, India had committed to achieve net zero by 2070, further reinforcing the need for corporates to take massive steps in reducing their carbon footprints. Anand Mahindra and Anirban Ghosh, Chief Sustainability Officer at the Mahindra Group, believe that there is an opportunity for the Group to do more to mitigate the impacts of climate change. The case illustrates the risks posed by climate change to businesses and the business benefits of setting science-based targets that can spur increased innovation potential, greater resilience against regulatory uncertainties, improved credibility among the new generation of investors, customers, employees, and other stakeholders, as well as better competitive advantage. Three years after committing to the SBTi, climate-induced challenges had become even more critical, necessitating swifter action to cut emissions across the value chain. The case discusses GHG emissions across 3 scopes, highlighting the value chain activities that contribute to Scope 1, Scope 2, and Scope 3 emissions. MSSSPL has committed to reduce their emissions by 35% by 2030. Some of the measures adopted by MSSSPL to meet their GHG emissions reduction commitments to the SBTi such as improvements in raw material usage in various manufacturing processes, energy-efficient technologies to cumulatively reduce specific electricity and oil consumption, water use management, and waste management measures through a circular economy strategy. What more needs to be done by the company to keep up the momentum?

This case illustrates the efforts of the Mahindra Group's Agri Business and Farm Equipment divisions to drive sustainability-oriented action aimed at improving the lives of rural communities and preparing them to adapt to the impacts of climate change. It briefly describes the far-reaching consequences of climate-related disasters in terms of loss of food and nutrition security; livelihood; crop production; and losses in manufacturing, especially in developing countries such as India that are highly reliant on agriculture. The approach adopted by the Mahindra Group to tackle challenges in agriculture, such as water scarcity, food wastage, and energy-intensive practices, through affordable and energy- and resource-efficient technology is discussed. There are intense deliberations among the leaders of the Mahindra Group businesses about the way forward and concerns regarding climate-friendly innovations, which, from the perspective of the Chairman, ultimately translates into creatively reconciling the conflict between environmental goals and profitability goals. The Chairman and the Chief Sustainability Officer are firm in their belief that there are immense business opportunities in aggressively implementing sustainable practices. The leadership of the Mahindra Group is deliberating on how they can collaborate with rural communities and devise ways to improve farm-to-market linkages, reduce the costs of farm inputs, and scale up energy-efficient technology.

Set in 2005 in Hyderabad, India, the case revolves around the dilemma facing Chinta Sasidhar, a young entrepreneur and Director of Navayuga Engineering Company Limited (NECL), who was presented with an unexpected opportunity to develop Krishnapatnam Port, a greenfield seaport on the east coast of India. Sasidhar had to decide whether or not to take on the mammoth infrastructure project with all of its associated challenges, or continue working on the transformation of NECL's traditional business. Sasidhar met with Srinivas Vallabhaneni, a seasoned entrepreneur whom he regarded as an advisor, and told him about his predicament. They discussed Sasidhar's dilemma over a game of golf, the conversation taking several different turns over the course of their game. Through a series of thought- provoking questions, the case lays the framework for a thorough evaluation of the new opportunity- what Sasidhar needs to do in order to decide whether or not to go forward with the port project. This is the crux of the case-evaluating an entrepreneurial opportunity in the infrastructure sector in India.

The case is set in 2021 and follows the journey of Dr. Shailesh Jhawar, an intensivist trained in the United Kingdom, who returned to India to join his father, Dr. Shiv Bhagwan Jhawar, at Apex Hospitals in Jaipur, Rajasthan, which his father had founded in 1994. The case describes Jhawar's efforts to improve patient outcomes in critical care with the tele-intensive care unit (tele-ICU) model. It takes the reader through Jhawar's journey from the time he discovered the need for tele-ICU and understood the various facets of its implementation to the establishment of Hopes Critical Care (HCC) as a tele-ICU provider and the induction of the first few ""spoke"" hospitals into the tele-ICU network. The case then describes the dilemmas confronting Jhawar as he sought to scale up HCC. Students are encouraged to use their critical thinking skills to design a strategic framework for identifying domains with the greatest potential for adopting and growing the tele-ICU model. First, the case acts as a resource for classroom discussion on what Jhawar should do differently during the next implementation, given the failure of the pilot at the Sky Lifeline Multispecialty Hospital. Second, the case enables the instructor to introduce the concept of the business model canvas, a strategic management tool used to present a business plan in a straightforward and structured way. By developing the business model canvas for the tele-ICU business, students can gain insights into the customers, value proposition, channels, revenue, cost streams, etc., of the business. This case will also introduce students to quantitative (using the net present value, or NPV) and qualitative tools to evaluate the revenue model used in the associated business model.

The case explores the promises and challenges of Public-Private Partnerships (PPPs) in the Indian Healthcare system. India has a high maternal mortality rate, poor doctor-to-patient ratio, rising C-section rates, absence of last-mile access to quality maternal healthcare. In this context, Dr. Fernandez, a veteran in maternal healthcare, believes that midwifery is a workable solution to these widespread problems. However, to have an impact both in terms of and financial sustainability, government support is essential. Dr. Fernandez thinks that a PPP may be the best way to create many well-trained and professional midwives in the country. However, given India's complex healthcare structure, it is not easy to get acceptance and commitment from all the states for government schemes. Problems such as frequent changes in the bureaucratic leadership often disrupt the implementation of schemes. Another challenge is the mindset of birthing mothers, the obstetric community, and family members who view the medicalization of birthing as acceptable. Dr. Fernandez has to overcome multiple challenges. She has to address obstetricians' pushback while changing birthing mothers' mindsets and continually motivate the midwives her team had trained. Regarding the PPP, she has to evolve a plan to fast-track the rollout of the PPP model, ensure that the complex PPP involving multiple stakeholders works effectively, she has to address the roadblocks to the implementation of the PPP initiative, and design mechanisms to monitor progress.

This case studies the unique traits of a serial entrepreneur through the story of Indian entrepreneur G. M. Rao, Chairman of the GMR Group. It describes Rao's entrepreneurial journey from 1978 to 2003. He started his enterprising journey with small jute, diversified into many new business in the following decades. GMR infrastructure group grew to become the significant player in the energy, airports, highways and urban infrastructure sectors. In 2003, Rao had his eye on an ambitious opportunity. He wanted to make a bid for the Delhi airport modernization project that had been announced by the government. This idea sparked much debate among his senior leadership team. The case explores the challenges that an entrepreneur faces in convincing his team and the board of the company to subscribe to his vision and pursue goals that are based on his gut feeling. This case presents his decision dilemma on whether to bid for the Delhi airport project or not. It also presents the dynamics of Indian Airports sector and emergence of public private partnership policy. It was the beginning of the PPP in airport sector which is also the public utility under service sector. Entrepreneur Ecosystem was evolving, infrastructure financing was at nascent stage. Case presents the dilemma Rao faced who always wanted to create the national asset for India. It's a case presenting the passion and patriotism pushing GM Rao to go for next big challenge.

Set in the year 2019, this case looks at the development of Basic Healthcare Services (BHS), a primary healthcare organization in India based out of Udaipur, Rajasthan, and its efforts to achieve sustainability. This case sheds light on the state of primary healthcare in India and, in doing so, unravels the underlying challenges of setting up and running a privately-led primary healthcare delivery organization in rural India catering to people at the bottom of the pyramid. It shows how building physical infrastructure alone is not enough to provide last-mile primary healthcare coverage to people living in the rural hinterlands. BHS, under the leadership of its Founder-Director Dr. Pavitra Mohan, engaged with rural communities to build their trust in allopathic healthcare and wean them away from pseudo-practitioners, and created systems that would address their health needs. This case gives readers a glimpse of Mohan's formative years and the many challenges he had to overcome to realize his vision of providing affordable and accessible last-mile healthcare. One of BHS's successful strategies was to engage with the communities it served and forge meaningful collaborations. A small but dedicated team of healthcare professionals and community workers delivered compassionate care and conducted outreach in poor rural communities. It relied on grant aid to finance its operations. The primary issue confronting BHS in 2019 was how to achieve financial viability and catalyze the growth of the organization.

The case "The Public-Private Partnership Hurdle Race: The Case of Delhi International Airport" is about the various challenges faced by the GMR Group who was the private partner in the Delhi Airport Modernization project. The modernization of the Delhi international airport was done under a public-private partnership (PPP). The GMR Group won this bid for the development and modernization, becoming the first private player to work with the government on an airport development venture under the PPP model. Through the experience of the GMR Group, related by its Chairman, G. M. Rao, the case explores the various setbacks and challenges to project implementation posed by the nascent and evolving PPP policy environment in he country. At the same time, the case also presents the government's viewpoint and efforts to deal with the evolution of the aviation sector in India by strengthening the PPP framework. Further, the case underlines the importance of having a strong, well-defined, unambiguous and forward looking policy environment for the successful implementation of PPP projects in India. The case also presents the complexities of making policy decisions in a democratic political system such as India's

We crafted the case study "Software Acquisition for Employee Engagement at Pilot Mountain Research " for use in Business Marketing, Buyer Behavior, or Operations Management courses in undergraduate, MBA, or Executive Education programs. The Pilot Mountain Market Research (PMMR) case study provides students with the opportunity to examine how buying decisions can be made utilizing online digital tools that are increasingly available to business-to-business (B2B) purchasing managers. To do so, we created fictitious research studies and data to realistically portray the kinds of information that are publicly available to B2B purchasing managers on the Internet today. In this case study, we introduce students to fit analysis, coding quality technical assessment, sentiment analysis, and ratings & reviews analyses. Students are challenged to integrate findings from these diverse analytical tools, combining both qualitative and quantitative data into concrete employee engagement software (EES) purchasing recommendations.

Set in 2019, the case traces the journey of Cloudphysician, a four-year old healthcare start-up offering comprehensive remote monitoring and advisory solutions to intensive care units (ICUs) of hospitals in India. The primary beneficiaries of the start-up's services were hospitals in tier-2 and tier-3 cities and towns across India, particularly smaller hospitals, which did not have emergency care in their ICUs, which resulted in high mortality rates. Cloudphysician team built a solution that significantly increased the capacity and capabilities of doctors in charge of ICUs at these hospitals. Cloudphysician developed a sophisticated technology using a combination of new age technologies such as computer vision, artificial intelligence (AI), machine learning (ML) and analytics. More than a dozen paying hospitals were reaping the benefits of Cloudphysician as its customers. Having demonstrated the proof of concept, its founders hoped to rapidly scale up the number of hospitals adopting its solution. The case tells the story of the start-up and its founders, starting from the origin of the idea. The founders were facing several dilemmas about scaling the business, expanding the scope and scale of technology-enabled solutions, potential scaling issues, an uncertain regulatory landscape, and probable competitors. This case could be used in courses on strategy, entrepreneurship or technology disruption in the healthcare industry in both MBA and executive education programs. While the case has relevance in both developed and developing world contexts, what is unique about it is that the business concept of the firm arose out of a resource-constrained environment characteristic of emerging markets. The Teaching Note provides a framework for the instructor to navigate the case discussion in an effective manner in a typical 90-minute session.