Grameen Koota had escaped any direct impact of the crisis faced by the microfinance industry due to new legislations introduced by the Indian state of Andhra Pradesh in 2010. External sources of funds had dried up for the microfinance sector thus impacting growth. While evaluating his organization's performance during the last two years, Suresh Krishna, Managing Director of Grameen Koota was concerned about the imminent shortfall in the growth envisioned in 2010. The tumultuous industry condition was accompanied by an uncertain regulatory environment. While exploring options for growth, Krishna wanted to assess whether to expand operations to new districts and new states or consolidate and grow in the existing regions of operations. Concentrating operations implied risking too much in too few states in a shaky regulatory environment while expansion to nascent geographies could potentially erode the low margins. It was a difficult choice, so Krishna wanted to make sure that he arrived at the decision after a thorough evaluation of the opportunities, costs, and risks associated with expanding the distribution reach.

Global Development Network (GDN), an international public organization, supports research in developing and transition economies to advance social and economic development. During April 2011 -August 2013, it conducted a communication project titled ''Supporting Policy Research to Inform Agricultural Policy in Sub-Saharan Africa and South Asia''. The project group was tasked to design and deliver a communication program to inform policymakers and other relevant target audiences across a vast geography covering Sub-Saharan Africa and South Asia, and the world at large. Now the team at GDN was evaluating the experience to learn and improve their communication program for the next project. Tuhin Sen, the lead strategist at GDN was wondering if the outreach strategy was appropriate and how it could have been better given the intangibility of a research output that was to be disseminated to unique users such as policymakers across a diverse geography of Asia and Africa.

A business school graduate has been assigned the responsibility of running a profit centre that deals in the production and sales of animal feed. The structure and operations of a mid-sized agri-input company are discussed, along with the interactions among several stakeholders in the supply chain and the sources of cooperation and conflict between them. The case details the interactional dynamics among agri-input sellers, the nature of competition between them, their sources of trade dominance and the distribution channel structure. Amid such a scenario, the graduate is trying to enhance the performance of his profit centre. On the other hand, a former classmate and recruit in an NGO is striving to achieve the developmental objectives of her organization. The case poses questions to evoke reflection on building mechanisms and institutions that deliver benefits for the many rather than profits for the few.

A business school graduate has been assigned the responsibility of running a profit centre that deals in the production and sales of animal feed. The structure and operations of a mid-sized agri-input company are discussed, along with the interactions among several stakeholders in the supply chain and the sources of cooperation and conflict between them. The case details the interactional dynamics among agri-input sellers, the nature of competition between them, their sources of trade dominance and the distribution channel structure. Amid such a scenario, the graduate is trying to enhance the performance of his profit centre. On the other hand, a former classmate and recruit in an NGO is striving to achieve the developmental objectives of her organization. The case poses questions to evoke reflection on building mechanisms and institutions that deliver benefits for the many rather than profits for the few.