The case focuses on the key choices and decision issues that entrepreneurs face in the fast evolving mode of startup funding, known as 'crowdfunding'. It is centred around three products which vary significantly on many dimensions such as the level of innovativeness, risk, social good generated by the product, and the target group. The products presented facilitate rich discussion on the key crowdfunding decisions such as relative merits of angel funding and crowdfunding, choice of the crowdfunding platform, nature of campaign, target amount and reward structure. The case highlights financing issues of startups and compare the two products in their attractiveness for reward crowdfunding.

The case examines the financial and operational causes of business failure associated with Setco Automotive Ltd. an auto-clutch manufacturing company located in India and then proceeds to identify the key turn around factors which eventually led to Setco becoming the largest producer of clutches for medium and heavy vehicles in India. The case allows the participants to understand and evaluate the financial impact of turn around factors on the company's profitability and survivability and in also determining the optimal capital structure for a struggling company.

The Delhi Metro Rail Corporation (DMRC) suggested the construction of a dedicated express metro line from the city centre to the airport, which had just been handed over to a private party for development. Among the options available to the DMRC was private participation in the project. The structuring had to be such that the project would be completed by the Commonwealth Games deadline of September 2010. The case provides an opportunity to discuss the various structuring options for a public-private-partnership (PPP), the criteria for assessment, and financial analysis in the context of a large infrastructure project.

The case described the issues faced by a mid-sized Indian generic pharmaceutical firm, in its attempt to acquire a small unlisted Japanese generics manufacturer. It showcases the strong motivation of a successful emerging market pharmaceutical firm to expand into the developed market, buoyed by its cost competitiveness. The case presents an opportunity to discuss the trade-offs involved with most of the dynamic decisions in a cross-border acquisition, such as estimation of synergies and value, bidding, and financing the acquisition. The case may be used in programmes on valuation, and mergers and acquisitions.