This case describes the formation and operation of Leopard Capital, a "Frontier Market Private Equity Fund" from its establishment in 2007 up through the end of 2012. The case focuses on the fund's founder, Douglas Clayton, and his history doing business in Asia and what led him to the decision to start Leopard Capital as a Cambodia- focused private equity fund, and later to expand into other frontier markets such as Mynmar, Mongolia, and Haiti. The case emphasizes the fundraising challenges Clayton faced as a first-time fund manager operating in a developing country, and some of the creative strategies Leopard employed in order to attract capital from investors. The case also overviews the economic and political history of Cambodia.

D.light is one of the leading manufacturers of solar powered lighting technology specifically designed for use by the world's poorest, bottom of the pyramid customers. Having sold over 7 million lights since 2007, the company has been relatively successful. However, sales to the very poorest customers have failed to reach penetration levels desired by management, and the company is currently struggling with an array of marketing techniques and strategies specifically targeting this historically difficult customer segment

Mobius Motors manufactures and sells low-cost cars in the Kenyan market. The company strives to make the cars such that they are affordable, yet still perform well on Africa's generally poor road networks. The company has attracted a lot of attention from development and venture financiers, and has ambitious plans to expand throughout the African continent. However, Mobius's fleet of vehicle is still currently very small, and the company faces many strategic challenges on both the demand and the supply side of the business.

Based in Nairobi, Kenya, EcoPost manufactures construction posts out of the thousands of tons of plastic waste produced daily by the city. The posts, which are manufactured using second-hand industrial equipment, are frequently used to build fences, park benches, and other objects. Because lumber is very scarce in Kenya, and subject to theft and termite damage, the posts sell very well, and the company has trouble keeping up with demand. The company's directors are seeking financing to purchase new equipment and scale and diversify their production. However, they face many obstacles overcoming skepticism from investors, largely because of their relatively poor financial record keeping.

Describes the background to the recent agreement between Campbell Soup Co. growers and Farm Labor Organizing Committee (FLOC) settling a seven year dispute and boycott. This agreement serves as a possible model for resolving farm labor disputes and may provide a basis for legislation to regulate the two and a half million farmworkers in the United States.