Catering is a highly sophisticated industry across the globe, with the status of caterers being respectfully viewed everywhere. Unfortunately, the opposite scenario remains visible throughout our country. There is no gainsaying the fact that food service is an unavoidable part in all occasions, but what sounds true within the context of the existing Bangladeshi society is that neither the caterers provide global quality catering services nor do the customers respect the job of a caterer. ‘Alpha Catering Services Limited’ (ACSL) has embarked on this entrepreneurial activity, holding a well-planned mission to alter the perception of the catering service at national level. But ACSL has encountered challenges from companies—equipped with years of experience. Getting enlisted into the community halls and clearing dues from corporate clients constitute certain major challenges of their B2B operations. In the midst of all these challenge-laden situations, ACSL seeks to be the market leader. It has got certain strategies at the planning stage. The readers are asked to evaluate the strategies and suggest how they would have implemented them if they had become the CEO.

The Daily Star is the leading English national daily in Bangladesh. With the arrival of the era of change, the organization started rethinking its revenue model. Consequently, it began to move into the field of digital media. In fact, a high degree of uncertainty hangs heavy upon it, since a change occurred in the traditional structure of advertising-supported revenue model (a business approach that emphasizes the sale of advertising as a major source of income). The Daily Star is forcibly in competition not only with the local players (segments of the local market that earn the monetary income from displaying advertisements online, social networking sites; and the other innovative web-based platforms) but also with the global giants like Facebook and YouTube. At present, The Daily Star is on the lookout for new ways of advertising revenue to overcome the challenge.

The case depicts the success story of the SME financing division of one of the leading financial institutions of the country, LankaBangla Finance Limited (LBFL). The company has been operating for over two decades in the market. Despite being a financial institution, the company took around a decade to initiate its core business. While the company enjoyed initial success with retail and corporate products, it struggled for 3 to 4 years to succeed with small and medium enterprises (SMEs). This case simply reflects the journey of SME financing— from struggling to develop a strong portfolio base to continue growth at higher rates. The case does not focus on any problems; nor does it review the situation in depth.