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In 2008, Aarti Joshi, founder and CEO of Modak Analytics, returned to India after working in the data analytics space in the US for seven years. At that time, India's SMEs were unaware of the benefits of using their POS data to differentiate themselves from competition. Hence, Modak Analytics was incorporated to serve these SMEs. However, soon the CEO realized the diminished potential of this target market, which was plagued by wafer thin profit margins, lack of long term strategy for their companies, and lack of awareness towards the benefits of big data analytics. Modak Analytics then started targeting the more attractive BFSI segment. The company soon developed advanced analytics products for this sector. Major ones included Enterprise Data Warehouse, RapidETL product, Master Data Management and Campaign Management System. Modak Analytics' MDM software could help banks to achieve desired differentiation in the marketplace. This was possible due to the unique customer and household profiles that MDM helped create for the bank. The next step in the company's growth ladder came when Modak Analytics was asked by a bank to create profiles of not only its current customers, but also its potential customers. The exercise that started as data collection within the city of Hyderabad in India soon converted into a mammoth exercise when a pan-India political party approached Modak Analytics to do the voter profile analysis for the whole country. This was a herculean task as it involved deciphering the PDFs collected from electoral commission, which were in various languages and very heterogeneous from one state to another. At the time of the case, Modak Analytics was at a crossroads with respect to its future business strategy. Modak Analytics can either specialize in data integration and target the big markets of Europe and the US or it can aim to become a leading data aggregating company in India, given its huge repository of Indian voter profiles.

Kamla Nehru Memorial Hospital (KNMH) is a non-profit, non-government trust organization that is managed by the Gandhi-Nehru family, India's premier political family which gave the country three generations of prime ministers. Members of the family continue to be at the helm of the board. The hospital specializes in the areas of Obstetrics and Gynecology (O&G) and Oncology and has several supporting departments. It is a very reputed hospital in Allahabad, in the highly populated state of Uttar Pradesh in Northern India, and draws patients from nearby states, primarily from the Eastern part of India where infrastructure is largely underdeveloped, and from other developing countries such as Nepal and Bhutan. The hospital is endowed by the Trust. Due to its reach, it attracts funds from governmental and non-governmental agencies as an implementing agency for several of their health schemes and initiatives. The hospital operated independently and without a formal administrative structure for many years. Consequently, the governance as well as the efficiency of hospital operations had been going downhill for some time, with the result that patients were choosing other hospitals and nursing homes over KNMH. Decreasing revenues and inefficient operations led to operational losses. After the next generation of the Gandhi-Nehru family joined the governing board, there was some rethinking at the top about the way forward for the hospital. They decided that the time had come to manage the hospital professionally in order to be able to serve patients in a more efficient and effective manner. It was in this setting that Dr. Madhu Chandra, a pathologist and PhD, who had served at a corporate hospital (Yashoda Hospitals, Hyderabad), was appointed Chief Executive Officer of KNMH. Her goal was to streamline hospital operations and put it back on a growth trajectory.

This case traces the history and growth of Forbes Marshall (FM), a family-owned company in India. FM provides steam engineering and control instrumentation solutions for the process industry. The company has evolved into a leader in process efficiency and energy conservation through technology tie-ups and focused investments in manufacturing and research. Its joint ventures with the world's leading firms enable it to deliver quality solutions in 14 countries. Forbes Marshall's business practices and processes have combined into a unified philosophy of being trusted partners who provide innovative solutions.

This case traces the history and growth of Forbes Marshall (FM), a family-owned company in India. FM provides steam engineering and control instrumentation solutions for the process industry. The company has evolved into a leader in process efficiency and energy conservation through technology tie-ups and focused investments in manufacturing and research. Their joint ventures (JV) with the world's leading names enable them to deliver quality solutions in 14 countries. Forbes Marshall's business practices and processes have combined into a singular philosophy of being trusted partners who provide innovative solutions.