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Early pitch deck. This document is supplement to Framebridge (A): Reimagining Custom Framing 723-352.

Proactive for her began amid the Covid-19 pandemic, in August 2020 as a digital platform to provide accessible, evidence-based, primary, preventive non-judgmental healthcare services for Indian women, who were often dissuaded from seeking help as premarital sex and menstrual health was considered taboo. From her research and experience, Jacob identified that it was difficult for women to find unbiased and empathetic medical professionals who respected patient autonomy. By May 2022, Proactive was a platform that provided one-on-one teleconsultations, support programs, and webinars to customized treatment. It had reached over 5,000 women and opened its first flagship clinic in Bengaluru. It raised $1.2 million in its seed round in October 2020 and $5.5 million in Series A in January 2022. Proactive experimented with new solutions and products, with patient centricity at its core but as it prepared for Series B, had to figure out what business model would allow it to build a sustainable and profitable business that addressed the core issues?

Via (a) captures the early days of the data analytics startup as founders Gounden and Ravanis considered which markets offer the right opportunities for their firm and what kinds of experiments will help them narrow their choice. Supplement Via (b) reveals the experiments they ran, and what they learned. Via (c) explores the strategic choices they face about product and service offerings once they determine which market(s) to target.

After the events in CashDrop A, Flores-Martinez received two concrete offers from VC funds for his startup business, CashDrop. This case describes the tensions between the two funds: a traditional VC fund who would offer Flores-Martinez a prestigious platform, and a newer VC that focused on funding more diverse companies. The case asks which Flores-Martinez should choose.

In July 2020, Ruben Flores-Martinez had launched a startup, CashDrop, which provided easy and cheap sales options for small businesses. The COVID-19 pandemic helped CashDrop quickly grow. Flores-Martinez, who had previously sought and been denied venture capital funding, suddenly found CashDrop being pursued by venture capital. The case discusses Flores-Martinez's background as an undocumented immigrant in the United States, his previous business ventures, and his concerns about the influence of venture capital on business. The case also discusses the American and global payment platform landscape.

After the events in CashDrop A, Jarrid Tingle and Henri Pierre-Jacques, the founders of Harlem Capital partners, worried that Ruben Flores-Martinez, CashDrop's founder, would take another offer while he waited for them to officially make an offer. HCP traditionally took more time to vet their potential investments, but Tingle and Pierre-Jacques did not want Flores-Martinez to pick another VC while he waited. The case asks if they should adjust their terms to be more competitive.

mPharma pioneered electronic prescriptions in Ghana, and aimed to increase drug affordability and accessibility in Africa, but the company remained unprofitable. Following investor concerns about mPharma's business, CEO Gregory Rockson considered alternative business models and services that could increase mPharma's profitability and impact.

mPharma pioneered electronic prescriptions in Ghana, and aimed to increase drug affordability and accessibility in Africa, but the company remained unprofitable. Following investor concerns about mPharma's business, CEO Gregory Rockson considered alternative business models and services that could increase mPharma's profitability and impact.

Via (a) captures the early days of the data analytics startup as founders Gounden and Ravanis considered which markets offer the right opportunities for their firm and what kinds of experiments will help them narrow their choice. Supplement Via (b) reveals the experiments they ran, and what they learned. Via (c) explores the strategic choices they face about product and service offerings once they determine which market(s) to target.

Via (a) captures the early days of the data analytics startup as founders Gounden and Ravanis considered which markets offer the right opportunities for their firm and what kinds of experiments will help them narrow their choice. Supplement Via (b) reveals the experiments they ran, and what they learned. Via (c) explores the strategic choices they face about product and service offerings once they determine which market(s) to target.

An examination of the strategic marketing challenges facing Thinx as it tries to grow in the face of menstruation taboos and competition from large incumbents.

The case explores the strategic decision of global non-profit startup accelerator MassChallenge on whether to pursue a for-profit spinoff, discussing: (1) the costs and benefits of this decision, (2) how best to manage the risks of the decision, and (3) alternative pathways to ensure business sustainability and success.

An examination of the strategic marketing challenges facing Thinx as it tries to grow in the face of menstruation taboos and competition from large incumbents.

This case describes how Google designed and launched an internal matching market to assign individual workers with projects and managers. The case evaluates how marketplace design considerations -- and several alternative staffing models -- could affect the company's goals and workers' well-being. It discusses the details of implementation as well as the intended (and unintended) consequences of the internal match system. The case concludes with a debate about how the Chameleon marketplace could expand to include more Googlers and illustrates what to consider when thinking about launching new matching markets in organizations.

This case explores how Walmart should compete with Amazon.