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SKM Egg Products Export (India) Limited (SKM) manufactured processed egg products, including egg powder and liquid egg, which it exported to advanced international markets. The company had gone through phases of turnaround, countering challenges and a severe debt overload. In 2016, it had overseas subsidiaries in Japan, the Netherlands, and Russia. The chief executive officer had promoted SKM’s use of technology, quality processes, and accreditations to move up the value chain. India was the third-largest egg producer in the world, and he saw India’s specific advantages of scale and a mature eco-system in egg production, collection, feed, and poultry as logical elements for selecting an export-led growth strategy. He was planning another turnaround to counter a 20 per cent revenue hit that his top line had suffered in 2016–17 because of the impact of the 2015 avian flu epidemic in the United States and the resulting drop in global egg-product consumption and prices. His mission was to make SKM a ₹7.5 billion company by 2022. What actions should the company take regarding genetically modified crops? How should it approach opportunities to import feed material ingredients, eggs, and egg products from other source countries? Should it consolidate its overseas operations and leverage the domestic market? If so, how?

Jade Magnet was India’s largest creative crowdsourcing platform. It had grown from an entrepreneurship project idea of two MBA students to one that had completed more than 700 projects for 200 brands through 3,000 providers that offered a range of creative services. As 2011 was coming to a close, the founders were preparing for a meeting with their mentor and angel investor to discuss a number of issues including whether to grow the business by expanding domestically in India and/or expanding internationally into the Middle East. A decision to enter the Middle East would raise further questions concerning market knowledge, competitors, external funding sources, joint ventures and branding.