Business Model Innovation by Better Place--A Green Ecosystem for the Mass Adoptions of Electric Cars
Company: Better Place
Publisher: Oikos
Call Number: N/A
Year Published: 2010
Shai Agassi started Better Place with the ambition of setting up an ecosystem – including a ‘smart grid’ of charging stations and battery swapping facilities – for electric vehicles. This ecosystem was expected to eliminate the barriers to the mass adoption of electric cars for personal transportation. This case discusses the innovative business model of Better Place, which proposed to offer transportation services to consumers through miles per month subscription plans, with the cost of the electric car being subsidized based on the tenure of the plan.
What is the dilemma or tough decision?
How does Better Place make the electric car more relevant and viable?
Website where case study can be found:
http://www.oikos-international.org/academic/case-collection/inspection-copies/alphabetical-list/better-place.html
Burt's Bees: Leaving the hive
Company: Burt's Bees
Publisher: Harvard
Call Number: 9-507-017
Year Published: 2007
Rapid growth is pushing Burt's Bees' natural personal care products into mass distribution channels, with products and brand elements that are less quirky, more commercial than they used to be. Can Burt's Bees become the "Starbucks of personal care" without distancing itself too much from the people, values, and narratives that have made the brand successful thus far?
What is the dilemma or tough decision?
Can Burt's Bees become the “Starbucks of personal care” without distancing itself too much from the people, values, and narratives that have made the brand successful thus far?
Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=31390&R=507017-PDF-ENG&conversationId=104171
Du Pont Freon Products Division (A)
Company: Du Pont
Publisher: Harvard
Call Number: 9-389-111
Year Published: 1995
In 1988, the Du Pont Co. is abruptly confronted with solid scientific evidence that chlorofluorocarbons are destroying the earth's ozone shield. Du Pont, with its Freon brand product line, was the world's leading producer of these chemicals and had to decide what to do. The purpose of the case is to examine how changing science and environmental problems affect competitive conditions and corporate strategy. In particular, the case examines the criteria by which companies formulate policy.
What is the dilemma or tough decision?
What should DuPont do about mounting concerns and legal actions pertaining to the use of Freon and other CFCs in its products
Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=21813&R=389111-PDF-ENG&conversationId=106150
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
Impact Makers
Company: Impact Makers
Publisher: Darden (UVA)
Call Number: UV1042
Year Published: 2009
Michael Pirron was a health care services consultant who had always dreamed of starting a "Nonprofit Competitive Business" with a social mission. In 2006, he launched Impact Makers, a new hybrid entity that crossed the nonprofit/for-profit lines. Impact Makers had several unique components: It would contribute strategic consulting, and all profits, to charitable community organizations; there was no stock and equity ownership; it had a volunteer board of directors and its financial information was open to the public. How would Impact Makers raise investment capital with its unique organizational structure? And how would the company survive?
What is the dilemma or tough decision?
How would Impact Makers get more customers, revenue, business etc?
Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1044154&R=UV1042-PDF-ENG&conversationId=236746
Towards a Sustainable Model and Ecological Integrity in South Africa
Company: Londolozi - KNP
Publisher: Harvard
Call Number: 9-709-001
Year Published: 2008
The Londolozi game viewing reserve in South Africa became a defining icon of ecotourism during the 1990s and early 2000s--that is, a tourist business promoting ecological land management and, at the same time, local economic development. The Sabi Sand Game reserve (within which Londolozi was located) was initially created by the government to provide hunters with an area in which to hunt wildlife. Through the 1980s and 1990s, the farms within the Sabi Sand Game reserve converted their functions from hunting to wildlife viewing, and the fence was taken down.
What is the dilemma or tough decision?
The new challenge for the farms while transforming into wildlife viewing became land management and local economic development
Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=46698&R=709001-PDF-ENG&conversationId=107842
OQOQO: Socially Conscious Fashions
Company: OQOQO
Publisher: Ivey
Call Number: 9B06A023
Year Published: 2006
Chip Wilson started a new streetwear line of apparel that would combine fashion with social consciousness. The apparel sold at OQOQO was made from natural and organic materials, under safe and fair working conditions, and it was produced in a way to reduce environmental impact. There were some problems regarding the sourcing of materials and the customer's perception of certain materials such as soy and hemp. Chip must decide whether to expand the number of OQOQO stores.
What is the dilemma or tough decision?
Is expansion of stores needed?
Website where case study can be found:
http://www.caseplace.org/d.asp?d=1147
The Fair Trade Story (A, B, C) (A) The Discovery of Charity Trade; (B) The Foundation of Café Direct; (C) From Charity Spin-off to Gourmet Coffee
Company: OxFam, Cafedirect
Publisher: Oikos
Call Number: N/A
Year Published: 2005
This case traces the evolution of fair trade, from ‘charity trade', i.e. the sale of objects produced in developing countries with little functional value to the sale of functional, and often organic products to developed countries, the increasing role of alternative trade organisations in providing minimum prices, finance, training and other trade ‘premiums’ which are necessary tools for marginal producers to gain access to the global market; the role of consumer support.
What is the dilemma or tough decision?
Achieving a balance between market oriented and social/developmental goals
Website where case study can be found:
http://www.oikos-international.org/academic/case-collection/inspection-copies/alphabetical-list/fair-trade-story.html
Reciclare: Rethinking the Future
Company: Reciclare
Publisher: SKE
Call Number: SKE-135
Year Published: 2009
In 2006, Reciclare, an association of scavengers of paper, cardboard and reusable materials founded by formerly homeless people from the city of Guariní, celebrated its 16th anniversary. Despite the experience it had gained over this time, its sustainability still faced countless challenges.
What is the dilemma or tough decision?
To take part in the public bidding process or not?
Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1592168&R=SKE135-PDF-ENG&conversationId=105623
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.
Website where case study can be found:
http://www.caseplace.org/d.asp?d=427
Sustainability at Tetra Pak: Recycling Post-Consumer Cartons
Company: Tetra Pak
Publisher: Ivey
Call Number: 9B12M069
Year Published: 2012
Tetra Pack India aimed to uphold its image of an environmentally responsible company by meeting its goals for recycling post consumer cartons (PCC). While Tetra Pack’s ‘Renew’, ‘Reduce’, ‘Recycle’, ‘be Responsible’ philosophy succeeded in other regions of the world, the particular geographical, socioeconomic and political climate in India posed various challenges. Tetra Pak India’s team redefined its strategy by forging partnerships and alliances with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments and organizations that champion the cause of the environment.
What is the dilemma or tough decision?
With ever-changing mindsets, increasing regulations and growing customer expectations, how can Tetra Pak face the future challenges to ensure that its success from the PCC recycling initiative can be sustained and scaled up?
Website where case study can be found:
https://www.iveycases.com/ProductView.aspx?id=55259
The Ambrose Hotel:Eco-labeling Strategy for Sustainable Lodging
Company: The Ambrose Hotel
Publisher: Oikos
Call Number: N/A
Year Published: 2009
The case traces the story of the Ambrose Hotel, a hotel based in California whose owner has invested in green practices and is interested in pursuing an eco-labeling strategy in order to better communicate her environmental achievements. It emphasises the difference between the adoption of environmental management practices and their communication through eco-labels. It highlights the challenges associated with the use of eco-labels as an environmental differentiation strategy when several emerging eco-labels are in competition.
What is the dilemma or tough decision?
How should Ambrose go about convincing customers that they are truly green?
Website where case study can be found:
http://www.oikos-international.org/academic/case-collection/inspection-copies/alphabetical-list/ambrose-hotel.html
Viridity Energy: The Challenge and Opportunity of Promoting Clean Energy Solutions
Company: Viridity Energy, Inc.
Publisher: Ivey
Call Number: 9B12M035
Year Published: 2012
Viridity Energy, a smart grid company, is engaged in sustainability for two reasons. On one hand, it finds profitable opportunities by helping its customers cut energy bills. And on the other hand, it’s getting credit for that environmental responsibility. This case highlights the challenges and opportunities of smart grid companies to promote clean energy solutions, especially the challenge of doing less harm to include progressively greater eco-effectiveness in competitive markets.
What is the dilemma or tough decision?
Will consuming fewer ‘dirty’ watts be enough of an objective in a future facing rising societal expectations and competitors offering similar benefits?
Website where case study can be found:
https://www.iveycases.com/ProductView.aspx?id=54018
LinkedIn
Facebook
Google+
Twitter
YouTube
Foursquare