DriveU was a technology-enabled platform that provided verified drivers for a customer's personal vehicle. A smartphone application helped customers book and track the nearest available driver with all necessary information. The DriveU app was launched on June 29, 2015, with an initial investment of USD 1 million and ten employees. Later, they expanded to Chennai, Mumbai, Delhi, and Hyderabad. They also had a Driver Partner app for the use of drivers. Right from the first month of operations, they had positive unit economics. Starting in April 2022, DriveU actively expanding into other car owner services like car care, car service, motor insurance, and used car sales/buying through a super app. The case discusses DriveU's choices on expanding into new markets, penetrating markets that they are already present in, and/ or consolidating (with more services) in markets where they are dominant.

The case on KNOLSKAPE traces the firm's evolution from a service provider of simulation games for academia to becoming a full-stack provider of customized products and learning journeys for corporations around the world. Through its growth journey, KNOLSKAPE had transformed from a typical pipeline business to a platform business model that integrates the value propositions provided by providers of technology, content, and service. The case is set in 2019-2020 when the business and learning worlds were disrupted by the COVID-19 pandemic, and the resultant shift to online learning. This case allows students to analyze KNOLSKAPE's platform architecture, including open-closed and proprietary-shared architectures, and globalization opportunities.

In 2018, the group president of Sapna Book House, operating in two South India states, was determined to take the family business to the next growth level. However, he was concerned about the threats and challenges posed by a rapidly changing competitive environment. As a third generation entrepreneur, he had executed some of the initiatives planned by his father and uncles, and had upgraded the technology to reach existing and new technology-savvy customers. His future plan was to increase the number of stores fivefold by 2020 and make the company a global brand. He believed that adding professional employees, rather than only family members, to the management team of the business was the only way to ensure the massive expansion and growth that would enable the top management family members to focus on strategic decisions and business resources, while allowing professionals to carry out routine tasks. Another issue of concern was how to raise funds from external sources to support his plan for growth, which most family members opposed.

In 2018, the group president of Sapna Book House, operating in two South India states, was determined to take the family business to the next growth level. However, he was concerned about the threats and challenges posed by a rapidly changing competitive environment. As a third generation entrepreneur, he had executed some of the initiatives planned by his father and uncles, and had upgraded the technology to reach existing and new technology-savvy customers. His future plan was to increase the number of stores fivefold by 2020 and make the company a global brand. He believed that adding professional employees, rather than only family members, to the management team of the business was the only way to ensure the massive expansion and growth that would enable the top management family members to focus on strategic decisions and business resources, while allowing professionals to carry out routine tasks. Another issue of concern was how to raise funds from external sources to support his plan for growth, which most family members opposed.