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<p style = "color:rgb(197,183,131);"> <strong> AWARD WINNER - 2024 John Molson Business Ownership Case Writing Competition </strong> </p><br> In 2015, Binayak Acharya founded an EdTech start-up called ThinkZone. Its mission was to improve students’ learning outcomes in low-resource settings by implementing high-quality education programs. When the COVID-19 pandemic happened, ThinkZone decided to leverage readily available technologies—such as radio, TV, interactive voice response, feature phone messaging, and apps—to deliver educational content. It also developed an offline-enabled mobile app to track students’ progress and monitor and evaluate educators. But ThinkZone needed to re-strategize and move toward reinventing itself as ThinkZone 2.0. How could ThinkZone 2.0 learn from the past to achieve its vision of delivering quality education?

Despite achieving significant progress and innovative approaches, iKure TechSoft faced substantial challenges in reaching its ambitious goal of providing accessible and affordable health care to 50 million individuals in India, most of whom were living in remote and rural areas, by 2025. These challenges included the need to expand infrastructure and services to underserved rural areas; train and integrate a larger workforce of community health workers; enhance its technological platforms to manage increased data and service demands; secure adequate funding and strategic partnerships; and overcome the cultural, logistical, and infrastructural barriers inherent in rural regions. Addressing these multifaceted issues was crucial for iKure TechSoft to scale its operations effectively and continue fulfilling its mission of transforming health-care delivery in rural India.

In late June 2019, the president of Wellington Brewery, a medium-size craft brewery located in Guelph, Ontario, Canada, wanted to determine the best growth strategy for his company. He also hoped to recover recent expenses incurred for a major expansion of the company's operations. Although the business's growth across the province was the main objective, he also needed to consider various potential options and other factors. Wellington Brewery faced the challenges of an unpredictable and oversaturated market. Ontario's craft brewery industry was characterized by unexpected growth, shifting consumer preferences, and intense competition for shelf space at limited retail outlets. The president urgently needed a plan for continuing Wellington Brewery’s expansion, and to ensure it remained relevant and financially strong during challenging times.

In late June 2019, the president of Wellington Brewery, a medium-size craft brewery located in Guelph, Ontario, Canada, wanted to determine the best growth strategy for his company. He also hoped to recover recent expenses incurred for a major expansion of the company's operations. Although the business's growth across the province was the main objective, he also needed to consider various potential options and other factors. Wellington Brewery faced the challenges of an unpredictable and oversaturated market. Ontario's craft brewery industry was characterized by unexpected growth, shifting consumer preferences, and intense competition for shelf space at limited retail outlets. The president urgently needed a plan for continuing Wellington Brewery's expansion, and to ensure it remained relevant and financially strong during challenging times.