The Fowler Center for Sustainable Value at Weatherhead School of Management

Banco Solidario: The Business of Microfinance

Company: Banco Solidario
Publisher: Harvard
Call Number: 9-702-019
Year Published: 2002

This case examines the founding and evolution of a for-profit microlending organization in Bolivia. It explores the mechanics of microlending, nonprofit and for-profit approaches to serving the informal sector, and how the industry evolves over a 15-year period.

What is the dilemma or tough decision?
How can Banco Solidario adjust its strategies for the current environment?

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=43095&R=702019-PDF-ENG&conversationId=107538

A Model of Clean Energy Entrepreneurship in Africa: E+Co's Path to Scale

Company: E+Co
Publisher: Ivey
Call Number: 907M59
Year Published: 2009

The founder and executive director of E+Co faces the challenge of ten-fold growth and reviews the core parts of the company's innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency. Also presented is a set of entrepreneurial growth strategies that preserve the core of the model - i.e., simultaneously tackling energy poverty and energy waste, and bringing people up the energy ladder with locally suitable and affordable solutions.

What is the dilemma or tough decision?
challenge of ten-fold growth and reviews the core parts of the company's innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=59126&R=907M59-PDF-ENG&conversationId=108186

Kiva vs MYC4-Business Model Innovation in Social Lending

Company: Kiva, MYC4
Publisher: INSEAD, ECCH
Call Number: 809-024-1
Year Published: 2009

The case describes the launch, growth and current challenges of two innovative ventures in the nascent social lending market. Kiva is based on good-will while MYC4 is based on market incentives. Which model is more likely to succeed?

What is the dilemma or tough decision?
Which model is more likely to succeed?

Website where case study can be found:
http://www.caseplace.org/d.asp?d=4353

Manila Water Company

Company: Manila Water Co.
Publisher: Harvard
Call Number: 9-508-004
Year Published: 2007

In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an impressive and profitable performance, while Maynilad failed.

What is the dilemma or tough decision?
The opportunity to own the West concession

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/search/manila%2520water%2520company?Ntk=HEMainSearch&N=0

Root Capital

Company: Root Capital
Publisher: Harvard
Call Number: 9-510-035
Year Published: 2009

Founded in 1999, Root Capital had loaned $150 million to nearly 250 small and growing businesses, mainly in Latin America. In 2009, as the organization launched a five-year, $55 million capital campaign, it had to determine a strategic path going forward in keeping with its goal of achieving financial sustainability by 2013.

What is the dilemma or tough decision?
How can Root Capital achieve financial sustainability by 2013

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1314158&R=510035-PDF-ENG&conversationId=236414

The SEKEM Initiative

Company: SEKEM
Publisher: IESE Business School
Call Number: 0-304-072
Year Published: 2004

Sekem was founded by Ibrahim Abouleish, an Egyptian who had been living, studying and working in Austria prior to his return to Egypt in 1977, the year he established Sekem. In 2003 it consisted of three main parts: the Sekem group of companies, the Egyptian Society for Cultural Development and the Cooperative of Sekem Employees, together employing more than 2,000 people. This case portrays the complex set of circumstances that frames Sekem's decisions to further grow and develop the initiative along its historical path of holistic development in the social, economic and cultural spheres.

What is the dilemma or tough decision?
To initiate holistic development able to create economic, social and cultural value in a sustainable manner.