The case describes the problem faced by Jebsen & Jessen, South East Asia (J&J SEA), when a long-time supplier from Europe decides to take back the distribution rights for the region and distribute their products directly to their customers. J&J therefore needs to look for other suppliers of forklift trucks.

It was out of the interest of Ratan Tata, Tata Group chairman, in the problem of water in India that the Swach (meaning “clean” in Hindi) was born. It was Tata’s bet that the private sector could offer a better, consumer-based solution than the state to the provision of safe drinking water in a country where 75% of the rural population lack access to potable water.

The case discusses the public-private partnership to build the New Royal Adelaide Hospital (NRAH) (replacing the outdated Royal Adelaide Hospital) at a cost of A$1.7 billion in 2009.

In 2013, the long-delayed IPO of the Bangkok Mass Transit System Public Co. Ltd. (BTSC) took place, but in an unusually complex form. Instead of selling the shares of the company that owned the elevated railway concession, what was offered were investment units in Thailand’s first publicly listed infrastructure mutual fund: the BTS Rail Mass Transit Growth Infrastructure Fund (BTSGIF).

Aarong, the retail arm of BRAC, a non-profit development organization based in Bangladesh, was created in 1978 to provide employment, income generation and social development opportunities for underprivileged women through the revival and promotion of Bangladeshi handicrafts.

BASIX, headquartered in Hyderabad, was the brand name of a group of entities with 6,000 outlets offering financial and livelihood promotion services throughout rural India.

Fabindia, India’s iconic garments and home furnishings company, had come a long way from its humble beginnings as an export shop in 1960, selling handloom fabrics to overseas customers. In 1976, it had started domestic operations in India and over the next 38 years had become synonymous with quality handmade products procured from artisans all over India, with a social conscience.

With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.

Healthy Oils, the Indian subsidiary of a Fortune 500 subsidiary, has four offerings in the edible oil market – Alpha, Beta, Gamma and Omega. While these are recognized by consumers of cooking oil, they are not among the top five in terms of brand awareness, nor are they the top choice in the most-often-used category, except for Beta in the groundnut category.

In September 2010, Dürr AG issued a corporate bond without the use of underwriters or rating agencies via a new bond issuance platform developed by Boerse Stuttgart. This reflected a growing trend among European corporations to tap capital markets instead of bank debt to secure debt financing.