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Today, 14% of the world's population (US, Japan and Europe) accounts for over 80% of the medical devices market. Lower income countries (aka the Global South) do not have access to essential medical imaging devices such as X-Ray machines. The main reasons are initial costs, reliability and maintenance. An EPFL-led team of 40 academics and specialists developed a proof-of-concept for a digital radiography machine. It was designed specifically to address the harsh environment and unreliable electrical supply found in the Global South at a tenth of the cost of competitors. Bertrand and Klaus, the two project leaders, have been struggling to find investors to enable their EssentialMed foundation to complete the development and commercialization of the product in Africa. But investors didn't seem to get it. What were they missing? EssentialMed was nearly out of funds, with its one full-time equivalent employee position at risk. EssentialMed desperately needed to raise additional funds but did it have the right strategy, business model and approach to investors? Learning objective: The case can be used to achieve the following learning objectives: 1) How to create and capture value for end users and investors. 2) How to provide access to high capital intensive equipment to low income countries (service instead of product). 3) How to compare and choose financially between different projects (e.g. IRR, NPV, breakeven). 4) How to involve stakeholders in product development (co-creation).

The Ecobank case is a pan African strategy/business development case with strong elements of Human Resources and talent management issues as well as governance and organizational design. The case is an inspirational story about a group of visionary people from 14 West African countries who in 1984 - with limited resources - decide to create a pan African bank to further the development of Africa. Today, Ecobank has 8.3 million customers, 18,000 employees and a footprint that covers 32 African countries - more than any other bank. In July 2012 Ecobank was named "Best Bank in Africa" by Euromoney for the second year in a row. The case covers the three expansion stages of the bank, and the strategy it has employed in managing rapid growth both organically and through cross border acquisitions. It has a unique approach of "acting locally, while being one bank" which is strongly reflected in its governance systems and organizational design. And it has above all been phenomenally successful in attracting and developing local talent - perhaps the most scare resource of all in Africa. Learning objectives: This is an inspirational story that should be "told" rather than "read." Because of this, the written case is intentionally very short, but supported by video interviews with senior Ecobank executives. A total of 86 minutes of video (of which 28 minutes is designed to be watched by students before the session) structured in 12 "modules" gives the instructor great flexibility in how to use the case in class. The case and video modules can be used to demonstrate: strategy and business development in an African context. How to manage organic growth and growth through acquisitions across borders. Human Resources - how to attract, retain and motivate talent in an emerging market. Organizational design as an organization grows. Governance issues in emerging markets.

This three part case series deals with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. In the (A) case, students are introduced to a young African entrepreneur, Mr. Ng'ang'a Wanjohi. Since graduating in 1998, Wanjohi has been involved in four start-ups - none of which has been successful. However, he has learned a lot along the way and is not deterred. He sees an enormous opportunity in the fragmented Kenyan micro retail market, consisting of 100,000 kiosks, primarily in low income areas. This market, which represents 75% of the Kenyan retail market, is "dingy, dirty, smelly and dangerous" and neglected by many FMCG companies. Students are asked to analyze and refine a business plan for product distribution in this market by Bicycle Sales Representatives (BSRs). Learning objectives: The case series would be suitable for a core marketing course (dealing with the market challenge, and distribution and retail issues in Africa), a course on supply chain (distribution issues in Africa), an entrepreneurship course (dealing with business growth strategies) or a general management course. In all these courses, the case series can be used to illustrate the challenge and complexity of reaching low income customers in developing countries.

This is the second part of a case series dealing with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. It describes the successful launch of KasKazi Network - a revolutionary concept of distribution by bicycle to the "bottom of the pyramid." It reveals how Wanjohi dealt with the key stakeholders (FMCG manufacturers, wholesalers, and retailers) as well as operational issues and HR policies. Learning objectives: The case series would be suitable for a core marketing course (dealing with the market challenge, and distribution and retail issues in Africa), a course on supply chain (distribution issues in Africa), an entrepreneurship course (dealing with business growth strategies) or a general management course. In all these courses, the case series can be used to illustrate the challenge and complexity of reaching low income customers in developing countries.

In 1999, Richard Branson's Virgin group is contemplating entering the mobile communications market. The market is highly attractive with high profitability, high-growth rates, and a large number of confused and dissatisfied customers. Virgin's challenge is to bring something unique and truly innovative to the market. A 2001 EFMD award winner.