LuminaCare

**Resource 1 – Company profile and financial context** **LuminaCare** is a Ghana-based, for-profit social enterprise that manufactures **solar-powered medical devices** for rural clinics and maternal health centers across Sub-Saharan Africa. Its flagship product is a **solar fetal heart monitor**, which allows midwives to detect complications during pregnancy without relying on grid electricity. The company raised seed capital from impact investors but has now reached an inflection point: **demand has grown by 300%**, and LuminaCare must decide whether to pursue a **\$2.5M Series A equity round** or take on **\$1.2M in concessional debt** from a development bank.

**Resource 2 – CFO's internal memo (Finance)** > "Our burn rate is steady, but we've reached our credit limit with suppliers. We operate on 90-day payment terms with clinics, so cash flow is always tight. > Series A equity gives us the scale to meet demand and build a second facility—but would dilute founder control and introduce board-level oversight. > The concessional loan is low-interest and non-dilutive but comes with covenants: quarterly EBITDA targets, strict capex limits, and donor-style reporting. Any miss could trigger loan restructuring or early repayment."

**Resource 3 – HR performance dashboard (last 6 months: Q1–Q2 2025)** | Metric | Value | |-----------------------------------------|----------------------| | Staff turnover (last 6 months) | 22% | | Time to fill technical roles | 49 days (↑ 24%) | | % of roles with formal job descriptions | 58% | | Managerial span of control | Avg. 12 direct reports | | Avg. team engagement score | 67/100 (↓ from 78) |

The head of HR notes that burnout and unclear career paths are leading to attrition, especially among product engineers and field deployment staff.

**Resource 4 – Marketing team proposal** > "Clinics love our mission—but most have no idea who we are until we show up at trade shows. We need to invest in **inbound marketing**, including a multilingual website, CRM tools, and a referral rewards program for midwives. > More crucially, we're perceived as a **donor-funded nonprofit**, not a serious tech company. To attract hospital procurement officers and larger buyers, we must **reposition the brand** to emphasize product quality, not just affordability and ethics."

**Resource 5 – Email thread: CEO to CFO and Marketing Lead** 

**Resource 6 – Feedback from key field partners** > "We rely on LuminaCare's devices, but their **response time for repairs has worsened**." > "Sometimes we get different pricing from different reps. There's no standard process." > "I love the mission—but our procurement officer wants a brand that feels serious. A logo change isn't enough."

PureGlow Ltd.

PureGlow Ltd. is a skincare company that sells natural, plant-based beauty products. To support the launch of a new product line, the business used a mix of internal and external sources of finance. It relied on retained profit from previous years and also secured funding from a venture capital firm interested in ethical consumer brands.

The new product range was supported by a marketing plan focused on the premium segment. As part of the plan, PureGlow adjusted elements of its marketing mix, including packaging design and pricing. The company aims to increase market share and improve profit margins in a highly competitive industry.

Table 1 shows selected financial data for the first month after the launch.

Table 1: Financial data for PureGlow Ltd. (Month 1)

FrostFuel Ltd.

FrostFuel Ltd. is a company that produces natural, energy-boosting frozen fruit smoothies. As part of its launch strategy for a new tropical flavour line, the marketing team conducted primary market research using focus groups and in-store product sampling. Based on the results, they developed a marketing plan targeting university students and young professionals in urban areas.

The operations team is choosing between two potential factory sites:

• Location A: Close to a major university, with high rent and excellent transport links
• Location B: A rural warehouse with lower costs but longer delivery times to city centres

To assess the product's financial viability, the finance team produced the following break-even data based on estimated sales and production costs.

Table 1: Break-even data for FrostFuel Ltd.'s new tropical smoothie

FlexBottle Ltd.

FlexBottle Ltd. is a sustainable consumer goods company that produces reusable, collapsible water bottles aimed at eco-conscious travellers and students. As the company scaled, it shifted from a flat to a functional organisational structure, appointing department heads to oversee operations, marketing, and finance. However, recent employee feedback from the production department suggests growing dissatisfaction due to a lack of communication and involvement in company-wide decisions.

To prepare for the launch of its latest product — a customisable bottle with modular parts — the marketing team developed a new marketing plan, changing several elements of the marketing mix, including pricing, packaging, and point-of-sale materials. The CEO, known for a laissez-faire leadership style, believes teams work best with minimal interference, though motivation among junior staff appears to be declining.

The finance department has prepared a draft statement of profit or loss for Q1 2024, and tasked the marketing and operations interns with completing the missing values using the available data.

Table 1: Financial data for FlexBottle Ltd. (Q1 2024)

Global Solar Solutions (GSS)

Resource 1 – Background of the social enterprise

Three years ago, electrical engineer and entrepreneur Nadira Khan founded Global Solar Solutions (GSS) as a social enterprise in Morocco. Her goal was to provide affordable, modular solar lighting kits to off-grid rural communities. These kits, manufactured at GSS’s urban facility, include rechargeable LED lights and mobile charging ports. GSS reinvests 100% of profits into R&D and local hiring.

GSS operates in partnership with local NGOs and community councils. Its workforce includes 40 technicians and 20 community trainers who educate households about solar usage and maintenance. GSS applies lean production, Kaizen, and maintains a strong internal emphasis on quality control and after-sales support.

Resource 2 – Recent internal report on workforce issues

"High staff turnover and trainer burnout have increased over the past 12 months. Trainers, who work in remote villages for weeks at a time, report fatigue and a lack of recognition. Some have requested additional health support and clearer promotion opportunities."

The HR department suggested non-financial incentives such as increased job rotation and monthly feedback sessions but reported mixed engagement.

Resource 3 – Email from the Director of Rural Development (DRD)

To: nadira.khan@GSS.org
Subject: Expansion proposal

Dear Ms. Khan,
We are impressed by GSS’s impact. The Ministry would like to propose a contract to expand the solar program to 80,000 homes across North and West Africa over five years. Your team would need to train local technicians and build capacity in three new countries. Please note, .