Take a look at marketing-related case studies from the Fowler Center for Business as an Agent of World Benefit at Case Western Reserve University
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 decisions?
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.
Website where case study can be found
https://www.iveypublishing.ca/s/product/viridity-energy-the-challenge-and-oppor…
Costa Rica's Reputation as Ecotourism Destination at Stake?
Company: The Nation of Costa Rica
Publisher: ECCH
Call Number: 508-103-1
Year Published: 2009
Costa Rica has gained the reputation as a preferred destination for ecotourism. It attracted foreign tourists with its beautiful landscapes and climate, national parks, wildlife refuges, beautiful plants, cloudy and rainy forests, and sky-kissing mountains. In addition, political stability and economic growth helped attract 1.9 million foreign tourists earning an estimated $1.92 billion revenues in 2007. But an increasing tourist flow and foreign direct investment in the real estate sector posed a threat for its ecotourism.
What is the dilemma or tough decisions?
Costa Rica has gained the reputation as a preferred destination for ecotourism. It attracted foreign tourists with its beautiful landscapes and climate, national parks, wildlife refuges, beautiful plants, cloudy and rainy forests, and sky-kissing mountains. In addition, political stability and economic growth helped attract 1.9 million foreign tourists earning an estimated $1.92 billion revenues in 2007. But an increasing tourist flow and foreign direct investment in the real estate sector posed a threat for its ecotourism.
Website where case study can be found
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 decisions?
How should Ambrose go about convincing customers that they are truly green?
Website where case study can be found
https://oikos-international.org/publications/the-ambrose-hotel-eco-labeling-str…
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 decisions?
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.iveypublishing.ca/s/product/sustainability-at-tetra-pak-recycling-p…
Tennant Company: Can “Chemical-Free” Be a Pathway to Competitive Advantage?
Company: Tennant
Publisher: Ivey
Call Number: 9B12M020
Year Published: 2012
The case of Tennant Company is one that describes a floor-cleaning company that differentiated itself by introducing chemical-free cleaning equipment. Not only did it strategically evolve as an environmentally responsible sustainable business, it also used that same principle to its competitive advantage. By marketing its products as equally effective in performance, competitive in price and “greener” on the environment, the revamp was a success to all involved parties.
What is the dilemma or tough decisions?
Is a proven ecological innovation without any customer or financial trades-off enough of a business proposition to meet customers’ expectations, investors’ ambitions, and the company’s goals? And if so, where do you draw the line in making superior environmental performance the basis for competitive advantage?
Website where case study can be found
https://www.iveypublishing.ca/s/product/tennant-company-can-chemicalfree-be-a-p…
Taj Hotels: Building Sustainable Livelihoods
Company: Taj Hotels
Publisher: Ivey
Call Number: 9B13C032
Year Published: 2013
This case explores issues faced by the corporate sustainability manager at the corporate headquarters of a large hotel group in a developing nation as she implements her company’s corporate sustainability strategy through supplier partnerships with bottom-of-the-pyramid (BoP) social organizations. Under the rubric of responsible purchasing, the hotelier’s “Creating Sustainable Livelihoods” initiative engaged cause-based nongovernmental organizations (NGOs) by exploring opportunities where the products or services of such organizations could substitute for similar products or services sourced from for-profit suppliers.
What is the dilemma or tough decisions?
The case illustrates the challenges inherent in a Base-of-the-Pyramid responsible purchasing strategy, including the delicate balance between meeting business objectives while supporting social causes. These challenges revolve around developing and implementing cross-sector partnerships with BoP nonprofit producer organizations in the Indian context. Discussion is likely to center less on differences in partners’ missions, cultures, and long-term objectives, and more on the difficulties present in organizing even when those differences are reconciled, especially through symbiotic long-term obj
Website where case study can be found
https://www.iveypublishing.ca/s/product/taj-hotels-building-sustainable-livelih…
Sheaffer International's BOOM Program
Company: Sheaffer International
Publisher: Stanford
Call Number: Stanford
Year Published: 2006
Jack Sheaffer had a unique wastewater treatment system that produced no organic sludge, no odor, and was cheaper than conventional systems. He was worried, however, that his business might suffer if there were a turndown in the marketplace. He wanted a business plan that would insulate him from marketplace shocks and found it with the BOOM program of build, own, operate, and maintain. BOOM put Sheaffer's company in charge of owning and maintaining the wastewater treatment systems designed by the company.
What is the dilemma or tough decisions?
-
Website where case study can be found
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=73953&R=SM80-PDF-ENG&co…
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 decisions?
To initiate holistic development able to create economic, social and cultural value in a sustainable manner.
Website where case study can be found
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 decisions?
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-EN…
Pyramyd Air: Looking through the Scope of Values
Company: Pyramyd Air
Publisher: Ivey
Call Number: 9B13C038
Year Published: 2013
Pyramyd Air, a small and growing online airgun retailer serving the shooting community, wants to broaden its sustainability practices from its current internal initiatives in order to communicate an even stronger value proposition: sustainability isn’t just about recycling and efficiency, it is about a thriving environment leading to more engaged employees and more loyal premium customers. Pyramyd Air recognizes that some sustainability practices are vital to its customers’ long-term enjoyment of a flourishing outdoor sporting industry.
What is the dilemma or tough decisions?
For a company with strong customer relationships but operating in a sector not usually frequented by pro-environment types, can sustainability strengthen the relationship between employees and customers by building on the inherent industry values of the great outdoors and a sense of community? How can the company’s culture and employee perspectives evolve in order to frame sustainability in a new light leading to specific sustainability initiatives that the company could pursue in order to resonate with customers and increase profits?
Website where case study can be found
https://www.iveypublishing.ca/s/product/pyramyd-air-looking-through-the-scope-o…