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Zakir Khan, a celebrated Indian comedian, commanded an impressive and vast fan base. Khan's unreserved exhibition of his authentic nature had earned him acclaim not only from his fans but also from fellow artists and the media. It had also allowed him to build a personal brand, leading to widespread appeal that had, in turn, unlocked diverse creative avenues for him that typically remained beyond the reach of conventional comedians. What else had contributed to Khan's personal brand, and what would enhance and sustain that brand identity?

Zakir Khan, a celebrated Indian comedian, commanded an impressive and vast fan base. Khan’s unreserved exhibition of his authentic nature had earned him acclaim not only from his fans but also from fellow artists and the media. It had also allowed him to build a personal brand, leading to widespread appeal that had, in turn, unlocked diverse creative avenues for him that typically remained beyond the reach of conventional comedians. What else had contributed to Khan’s personal brand, and what would enhance and sustain that brand identity?

On March 23, 2021, Vineet Sharma, the sole owner of MedStar Polymers, India, a medical-grade latex glove manufacturing company, was considering the dilemma of how to scale up production to fulfill an unprecedented order during COVID-19. With demand for protective equipment outstripping global supply during the pandemic, an exceptional business growth and expansion opportunity for glove manufacturers had emerged. Several manufacturers had expanded production by adding new production lines. On the surface, a production ramp-up looked as simple as increasing inputs: raw material, labour, machinery, equipment, and cash. However, a decision to rapidly increase production could create risk and almost destroy a business—especially when constraints such as raw material unavailability, transport and travel restrictions, logistical problems, and state- and area-wide lockdowns started impacting the production process. Sharma had to decide how to increase output while also dealing with disruptions such as a shortage of labour and concerns about the use of natural latex rubber. Was now the right time to add a new production line? Should he switch to making nitrile gloves? He needed to make decisions quickly, as the current high demand would likely not last.

On March 23, 2021, Vineet Sharma, the sole owner of MedStar Polymers, India, a medical-grade latex glove manufacturing company, was considering the dilemma of how to scale up production to fulfill an unprecedented order during COVID-19. With demand for protective equipment outstripping global supply during the pandemic, an exceptional business growth and expansion opportunity for glove manufacturers had emerged. Several manufacturers had expanded production by adding new production lines. On the surface, a production ramp-up looked as simple as increasing inputs: raw material, labour, machinery, equipment, and cash. However, a decision to rapidly increase production could create risk and almost destroy a business-especially when constraints such as raw material unavailability, transport and travel restrictions, logistical problems, and state- and area-wide lockdowns started impacting the production process. Sharma had to decide how to increase output while also dealing with disruptions such as a shortage of labour and concerns about the use of natural latex rubber. Was now the right time to add a new production line? Should he switch to making nitrile gloves? He needed to make decisions quickly, as the current high demand would likely not last.