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CropIn Technology Solutions (CropIn) of Bangalore, India, provided agricultural solutions to business-to-business clients that required a “smart” approach in solving issues related to farm productivity. In July 2015, the chief operating officer (COO) of CropIn, was approached by the chief executive officer of one of the world's foremost seed companies. He presented the COO with an ongoing problem faced by his firm: the seed rejection rate had drastically increased in the past decade, reaching 18 per cent in 2015, up from four per cent in 2006. CropIn was asked to devise a “smart” solution for addressing the issue, for which CropIn would have to customize its product portfolio according to the problem.

CropIn Technology Solutions (CropIn) of Bangalore, India, provided agricultural solutions to business-to-business clients that required a "smart" approach in solving issues related to farm productivity. In July 2015, the chief operating officer (COO) of CropIn, was approached by the chief executive officer of one of the world's foremost seed companies. He presented the COO with an ongoing problem faced by his firm: the seed rejection rate had drastically increased in the past decade, reaching 18 per cent in 2015, up from four per cent in 2006. CropIn was asked to devise a "smart" solution for addressing the issue, for which CropIn would have to customize its product portfolio according to the problem.

In September 2011, the chief risk officer of Credit Guarantee Corporation Malaysia Berhad (CGC) was mulling over a pressing problem. CGC was looking to expand its business in Malaysia from just giving guarantees to small and medium enterprises to also providing direct loans (direct-lending products). The change required a major overhaul in business strategy and an increase in eligibility criteria. Previously, most criteria were checked manually by CGC for each of its clients—a slow and unreliable process. Given the recent developments, how could CGC revise its business rules in order to accommodate its expansion strategy?

This technical note covers statistical models such as scorecards, decision trees, random forest models, and neural networks for decision making. The Basel II framework and Rete algorithm are also expressed. This technical note is best used with product 9B17M177.

Supplement to case W17762. This technical note covers statistical models such as scorecards, decision trees, random forest models, and neural networks for decision making. The Basel II framework and Rete algorithm are also expressed. This technical note is best used with product 9B17M177.

In September 2011, the chief risk officer of Credit Guarantee Corporation Malaysia Berhad (CGC) was mulling over a pressing problem. CGC was looking to expand its business in Malaysia from just giving guarantees to small and medium enterprises to also providing direct loans (direct-lending products). The change required a major overhaul in business strategy and an increase in eligibility criteria. Previously, most criteria were checked manually by CGC for each of its clients-a slow and unreliable process. Given the recent developments, how could CGC revise its business rules in order to accommodate its expansion strategy?

In April 2016, the owner of Kreative Works, a small-scale furniture manufacturer in Lucknow, Uttar Pradesh, India, decided to expand his company’s product line in response to increased market competition and a shift in consumers’ buying patterns and preferences. The intent was to extend the company’s market reach from its traditional target of educational institutes and offices to a consumer market by marketing a premium lounge chair and a family of dining chairs. The owner also wanted to expand the market geographically. Kreative Works did not have the capacity to open multiple retail outlets. Given these circumstances, should the company market its new product line in a single retail outlet or through an exclusive dealer or distributor (a centralized channel structure), or by distributing its products through multiple distributors or retailers (a decentralized channel structure)?

In April 2016, the owner of Kreative Works, a small-scale furniture manufacturer in Lucknow, Uttar Pradesh, India, decided to expand his company's product line in response to increased market competition and a shift in consumers' buying patterns and preferences. The intent was to extend the company's market reach from its traditional target of educational institutes and offices to a consumer market by marketing a premium lounge chair and a family of dining chairs. The owner also wanted to expand the market geographically. Kreative Works did not have the capacity to open multiple retail outlets. Given these circumstances, should the company market its new product line in a single retail outlet or through an exclusive dealer or distributor (a centralized channel structure), or by distributing its products through multiple distributors or retailers (a decentralized channel structure)?