This analyzes the strategic rationale behind Suzuki, an automotive manufacturer, launching a line of ready-to-eat Indian curries called "Suzuki Shokudo" (Suzuki Cafeteria).

This seemingly unusual product was born from a desire to improve employee experience (EX) for its Indian staff by offering authentic meals in the company cafeteria, demonstrating a high purpose or "Shi" to bridge the company's two "homes": Hamamatsu, Japan, and India. The success of the curry is attributed to a three-part framework: high purpose, cultivated business capability through the cafeteria process, and delivering clear customer value in the final product.

It argues that this case study illustrates the importance of having a high aspiration, a broad perspective beyond one's industry, and a low perspective focused on the everyday needs of customers and employees.