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In May 2010, Forbes Technosys Limited (FTL) was not doing well. After more than a year, the company’s bill payment kiosk business was losing money and no longer seemed viable. The time had come to re-evaluate all aspects of this business line and make decisions regarding FTL’s future course of action. Accordingly, FTL’s chief executive officer proposed an idea regarding prepaid mobile recharges using the existing bill payment kiosks, along with a new technology platform for this purpose. He hoped that handheld terminals could be used by retail-level franchisees to sell recharges to prepaid mobile users. Essentially, FTL had three options: should the company persist with or pivot the service provider business model, or “perish” the complete solution provider idea entirely and revert to being a product manufacturer? Whichever strategy FTL chose, it would have to limit and balance both operating and capital expenses.

In May 2010, Forbes Technosys Limited (FTL) was not doing well. After more than a year, the company’s bill payment kiosk business was losing money and no longer seemed viable. The time had come to re-evaluate all aspects of this business line and make decisions regarding FTL’s future course of action. Accordingly, FTL’s chief executive officer proposed an idea regarding prepaid mobile recharges using the existing bill payment kiosks, along with a new technology platform for this purpose. He hoped that handheld terminals could be used by retail-level franchisees to sell recharges to prepaid mobile users. Essentially, FTL had three options: should the company persist with or pivot the service provider business model, or “perish” the complete solution provider idea entirely and revert to being a product manufacturer? Whichever strategy FTL chose, it would have to limit and balance both operating and capital expenses. Use with 9B16M221

In May 2010, Forbes Technosys Limited (FTL) was not doing well. After more than a year, the company's bill payment kiosk business was losing money and no longer seemed viable. The time had come to re-evaluate all aspects of this business line and make decisions regarding FTL's future course of action. Accordingly, FTL's chief executive officer proposed an idea regarding prepaid mobile recharges using the existing bill payment kiosks, along with a new technology platform for this purpose. He hoped that handheld terminals could be used by retail-level franchisees to sell recharges to prepaid mobile users. Essentially, FTL had three options: should the company persist with or pivot the service provider business model, or "perish" the complete solution provider idea entirely and revert to being a product manufacturer? Whichever strategy FTL chose, it would have to limit and balance both operating and capital expenses.

Supplement to case W16853.

A joint venture company that started its operations in 2004 in India was in the business of growing, processing and marketing fresh fruits and vegetables, both in India and abroad. As new market opportunities emerged in response to the growing demand for frozen products in the domestic market, the company launched frozen vegetables in the Indian market in 2011 and successfully established the supply chain covering contract farming, processing and distributing the product. The following year, the chief executive officer (CEO) of the company was reviewing the first year's performance of frozen vegetable business as part of the annual business plan process. The business was still small and not profitable. The CEO had to decide how to scale up and make the business profitable.

A joint venture company that started its operations in 2004 in India was in the business of growing, processing and marketing fresh fruits and vegetables, both in India and abroad. As new market opportunities emerged in response to the growing demand for frozen products in the domestic market, the company launched frozen vegetables in the Indian market in 2011 and successfully established the supply chain covering contract farming, processing and distributing the product. The following year, the chief executive officer (CEO) of the company was reviewing the first year’s performance of frozen vegetable business as part of the annual business plan process. The business was still small and not profitable. The CEO had to decide how to scale up and make the business profitable.

Books for Change (BfC), a small publisher, produces books that focus on the social sector. The company’s purpose is to raise awareness about specific development issues among academia, researchers and policy makers. BfC was started in 1998 by ActionAid, an international non-governmental organization working in the field of social development. Like other small publishers, BfC faces various challenges, including a lower demand for its books and difficulty in distribution and marketing. ActionAid has provided financial support to BfC by covering its operating losses; however, it now needs to allocate greater funds to its own development activities and, therefore, has asked BfC to become financially independent. BfC needs to prepare the strategy and plan for making BfC profitable.

Books for Change (BfC), a small publisher, produces books that focus on the social sector. The company's purpose is to raise awareness about specific development issues among academia, researchers and policy makers. BfC was started in 1998 by ActionAid, an international non-governmental organization working in the field of social development. Like other small publishers, BfC faces various challenges, including a lower demand for its books and difficulty in distribution and marketing. ActionAid has provided financial support to BfC by covering its operating losses; however, it now needs to allocate greater funds to its own development activities and, therefore, has asked BfC to become financially independent. BfC needs to prepare the strategy and plan for making BfC profitable.