Perhaps among the most popular newspapers in the world, the Times of India (TOI) was faced with developing a national strategy in a very diverse country. The paper's strategy included lowering the price of print newspapers, developing readership among India's youth, embracing active story coverage, and continuing to deliver door-to-door in metro areas. But by 2014, the cost structure required to keep newspapers on doorsteps every morning had Rahul Kansal, executive president at Bennet, Coleman & Co. Ltd. (TOI's publisher), reexamining the paper's direction. The firm's growth model had included nonmetro and digital expansion. Should TOI continue to tap into the increasingly literate and underserved Indian population to grow its print readership in metro and nonmetro areas? What effect would that decision have on TOI's digital penetration?

Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or "jackets," that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone's much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately profit. The issue is how to optimize profits by choosing an ideal set of products.

By 2009 Netflix had all but trounced its traditional bricks-and-mortar competitors in the video rental industry. Since its founding in the late 1990s, the company had changed the face of the industry and threatened the existence of such entrenched giants as Blockbuster, in large part because of its easy-to-understand subscription model, policy of no late fees, and use of analytics to leverage customer data to provide a superior customer experience and grow its e-commerce media platform. Netflix's investment in data collection, IT systems, and advanced analytics such as proprietary data mining techniques and algorithms for customer and product matching played a crucial role in both its strategy and success. However, the explosive growth of the digital media market presents a serious challenge for Netflix's business going forward. How will its analytics, customer data, and customer interaction models play a role in the future of the digital media space? Will it be able to stand up to competition from more seasoned players in the digital market, such as Amazon and Apple? What position must Netflix take in order to successfully compete in this digital arena?