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Priyank Patel started his cafe, Nukkad Tea Cafe, to provide employment and agency to people from equity-deserving groups and to create a communal space where employees and customers could share a journey of social justice. To promote diversity, Patel hired people from a range of equity-deserving groups, including transgender people. Sadly, despite Patel’s best efforts, his employees still had to deal with prejudice from some customers. In 2021, Patel was struggling especially with the challenges that transgender employees were facing, such as low morale, a rate of pay that resulted in a lower income than begging, and different treatment from customers. Because of the discrimination that transgender employees experienced, they were not inclined to stay with the café for long, which left Patel dealing with a high churn rate among staff. Patel felt caught between his moral commitment to diversity and his business need to functionally maintain the restaurant in the face of negative public opinion and employee turnover.

Midtown Medical Centre, a family clinic operating two centres in the Indian state of Kerala, provided quality and convenient health care facilities to nearby communities. Founded in 2016 by six young entrepreneurs, the project had grown to two centres by the second year of operation, serving semi-urban and urban patients in the cities of Thrikkakkara and Aluva. In August 2018, the six entrepreneurs were considering expanding to a third centre, but they were unsure how to proceed. They were also unsure about the sustainability of the business model they had adopted for the clinic. They were aware of the importance of attracting new patients and having the appropriate space for the success of any health care clinic. Therefore, the six entrepreneurs were considering revisiting their marketing strategies to make them more effective.

Midtown Medical Centre, a family clinic operating two centres in the Indian state of Kerala, provided quality and convenient health care facilities to nearby communities. Founded in 2016 by six young entrepreneurs, the project had grown to two centres by the second year of operation, serving semi-urban and urban patients in the cities of Thrikkakkara and Aluva. In August 2018, the six entrepreneurs were considering expanding to a third centre, but they were unsure how to proceed. They were also unsure about the sustainability of the business model they had adopted for the clinic. They were aware of the importance of attracting new patients and having the appropriate space for the success of any health care clinic. Therefore, the six entrepreneurs were considering revisiting their marketing strategies to make them more effective.