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In 2019, the founder and chief executive officer of StoreKing, a distribution company that sold consumer products to rural India through designated retailers, faced the challenge of attaining 100,000 retailers by 2020. The chief executive officer (CEO) had previously identified an opportunity to use an assisted e-commerce model to reach rural consumers and offer them a better variety and choice of products than offered by traditional distribution channels. The challenge now was to grow the business rapidly to be viable and to achieve a leadership position to compete with not only similar players but also the large e-commerce company, Amazon.com, Inc. The CEO needed to decide on a growth strategy, how to promote the concept to retailers, and how to develop an edge over the competition.

In 2019, the founder and chief executive officer of StoreKing, a distribution company that sold consumer products to rural India through designated retailers, faced the challenge of attaining 100,000 retailers by 2020. The chief executive officer (CEO) had previously identified an opportunity to use an assisted e-commerce model to reach rural consumers and offer them a better variety and choice of products than offered by traditional distribution channels. The challenge now was to grow the business rapidly to be viable and to achieve a leadership position to compete with not only similar players but also the large e-commerce company, Amazon.com, Inc. The CEO needed to decide on a growth strategy, how to promote the concept to retailers, and how to develop an edge over the competition.

BRAC was the largest non-governmental organization in the world, reaching out to 138 million people. It made a significant contribution to reducing poverty in Bangladesh by employing more than 117,000 community workers (Shasthya Shebikas) to improve the health and nutrition of the rural poor. The manager of BRAC's Health, Nutrition and Population program was faced with two significant challenges. First, she had to find a way to encourage more people to use BRAC's services; more than 60 per cent of the population sought the services of unqualified health care service providers, despite the significant contribution made by Shasthya Shebikas. Second, she had to bring down the 10 to 20 per cent turnover rate of the Shasthya Shebikas.

BRAC was the largest non-governmental organization in the world, reaching out to 138 million people. It made a significant contribution to reducing poverty in Bangladesh by employing more than 117,000 community workers (Shasthya Shebikas) to improve the health and nutrition of the rural poor. The manager of BRAC's Health, Nutrition and Population program was faced with two significant challenges. First, she had to find a way to encourage more people to use BRAC’s services; more than 60 per cent of the population sought the services of unqualified health care service providers, despite the significant contribution made by Shasthya Shebikas. Second, she had to bring down the 10 to 20 per cent turnover rate of the Shasthya Shebikas.

The performance of Wonderla, the leader in the amusement park industry in South India, for the year 2011/12 could not be better. It grew at 30 per cent with more than one million customers visiting each of its two parks in Kochi and Bangalore. It also completed the development of a three-star hotel in its Bangalore park. Its growth is creating challenges that it has not faced before. The chief executive officer is concerned with the issue of prioritizing investment among its different businesses as the existing amusement parks are growing and new parks are being planned in two new locations. At the same time, effort is required to create demand for the hotel business. The concern extends beyond investment to examining the option of leveraging the brand Wonderla, which stands for “Fun,” to its hotel, with attendant implications for that business and for the brand and its image.

The performance of Wonderla, the leader in the amusement park industry in South India, for the year 2011/12 could not be better. It grew at 30 per cent with more than one million customers visiting each of its two parks in Kochi and Bangalore. It also completed the development of a three-star hotel in its Bangalore park. Its growth is creating challenges that it has not faced before. The chief executive officer is concerned with the issue of prioritizing investment among its different businesses as the existing amusement parks are growing and new parks are being planned in two new locations. At the same time, effort is required to create demand for the hotel business. The concern extends beyond investment to examining the option of leveraging the brand Wonderla, which stands for "Fun," to its hotel, with attendant implications for that business and for the brand and its image.

The case deals with poor acceptance of Aravind’s eye care service by the rural population in the South Indian state of Tamil Nadu. One of the factors causing poor acceptance is the lack of awareness among the rural population that many cases of blindness are curable. Fear of surgery and cost are the other major barriers to acceptance by these consumers. Aravind is the largest eye care provider in the world and has pioneered many process innovations that have reduced the cost of eye treatment substantially. The company has a culture that encourages responsive service by a trained and motivated staff. It has experimented with a number of options to educate and provide eye care service to rural consumers. The manager must examine options in the areas of promotion and service delivery to enhance the acceptance of eye care service by rural consumers.

The case deals with poor acceptance of the eye care service by the rural population in the south Indian state of Tamil Nadu. One of the factors causing poor acceptance is the lack of awareness among rural population that many cases of blindness are curable. Fear of surgery and cost are the other major barriers to acceptance by these consumers. Aravind is the largest eye care provider in the world and has pioneered many process innovations that have reduced the cost of eye treatment substantially. The company has a culture that encourages responsive service by a trained and motivated staff. It has experimented with a number of options to educate and provide eye care service to the rural consumers. The manager is to examine options in the decision areas of promotion and service delivery to enhance the acceptance of eye care service by the rural consumers.