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
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 decisions?
Achieving a balance between market oriented and social/developmental goals.
Website where case study can be found
https://oikos-international.org/publications/the-fair-trade-story/
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 decisions?
Is expansion of stores needed?
Website where case study can be found
Molten Metal Technology (A)
Company: Molten Metal Technology
Publisher: Boston University
Call Number: 99-03A
Year Published: 1999
Just six years after its founding in 1989, Molten Metal Technology Inc. (MMT) was on the verge of huge successes. The company had successfully developed an exciting new technology, catalytic extraction processing (CEP) that would not only break down hazardous and radioactive wastes into benign forms but also recycle them back into marketable products. This new technology had great potential but the growth strategy was critical.
What is the dilemma or tough decisions?
How can a small start up company go about commercializing a revolutionary technology?
Website where case study can be found
https://acquia-prd.case.edu/fowler/sites/case.edu.fowler/files/2022-08/Molten%2…
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 decisions?
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=HEMainSea…
Living Homes
Company: Living Homes
Publisher: Oikos
Call Number: N/A
Year Published: 2008
Steve Glenn, a successful internet start-up entrepreneur, returned to his love of architecture and commitment to sustainability by creating a company that would provide signature, green, prefabricated homes to the “cultural creative” market. The case outlines the state of both the housing industry and the green building industry in 2007.
What is the dilemma or tough decisions?
Can Living Homes merge prefabrication, green and high end in the housing market?
Website where case study can be found
Kimpton Hotels: Balancing Strategy and Environmental Sustainability
Company: Kimpton Hotels
Publisher: Oikos
Call Number: N/A
Year Published: 2006
Michael Pace faced a dilemma. He was determined to help the boutique hotel chain "walk the talk" regarding its commitment to environmental responsibility, but he also had agreed not to introduce any new products or processes that would be more expensive than those they replaced. Now that the first phase of the program had been implemented nationwide, he and the company's team of "eco-champions" were facing some difficult challenges with the rollout of the second, more ambitious, phase.
What is the dilemma or tough decisions?
Products considered for phase 2 of operations would require additional budget to mark total transition to an environment friendly hotel.
Website where case study can be found
https://oikos-international.org/publications/kimpton-hotels/
GOJO Industries: Aiming for Global Sustainability Leadership
Company: GOJO Industries
Publisher: Ivey
Call Number: 9B13M108
Year Published: 2013
GOJO Industries, a U.S.-based hand hygiene company, plans to use sustainability as a business strategy in its big hairy audacious goal of reaching one billion people every day by 2020. It uses a six level framework to embed sustainability in every aspect of its business internally and externally. The company has a long history of using sustainability to drive innovation and facilitate expansion into new markets and sees sustainability as a key differentiator from its competitors to achieve its goal. In order to so, the company must also consider the importance of employee engagement in order to further embed sustainability and increase the number of people it reaches with its products.
What is the dilemma or tough decisions?
For a company pursuing sustainability leadership with a visionary BHAG, how might it engage employees more deeply in the pursuit of such outcomes in ways that are both good for society and the environment and good for customers and the business? What would make it possible for every employee to be even more inspired and authentically engaged in the kind of creativity and innovation that will be needed for the company to achieve its goals?
Website where case study can be found
https://www.iveypublishing.ca/s/product/gojo-industries-aiming-for-global-susta…
Ford Motor Company: New Shades of Green Through Soy Foam
Company: Ford Motor Company
Publisher: Ivey
Call Number: 9B13M109
Year Published: 2013
Ford Motor Co. develops and commercializes a green technology that replaces a traditional and scarce resource with an abundant bio-material. The pilot project becomes hugely successful, and, within the company, the idea of expanding the use of bio-material gains considerable momentum, but implementation and customer acceptance prove to be a challenge. Two members from the company’s research and engineering division work together to overcome these obstacles and move the company toward a vision of sustainability that involves more than just fuel economy and cost reduction.
What is the dilemma or tough decisions?
What are the challenges faced by internal change agents of sustainability projects in their efforts to initiate and grow these projects throughout a large organization? How should these change agents manage the nuances of implementation once the advantages and disadvantages of such a “green” innovation have been determined? Website where case study can be found:
Website where case study can be found
https://www.iveypublishing.ca/s/product/ford-motor-company-new-shades-of-green-…
Ecovative Design LLC: A Biological Materials Startup
Company: Ecovative Design LLC
Publisher: Ivey
Call Number: 9B13M125
Year Published: 2013
Ecovative Designs (Ecovative), a start-up company in upstate New York, uses an innovative process to combine agricultural waste and mycelium (mushroom “roots”) to grow forms for use in a wide variety of applications, especially a protective packaging material. Not only does this new product replace the need for the environmentally harmful alternative, extruded polystyrene, but the production process is less energy intensive. It exemplifies the cradle-to-cradle design indicative of a sustainably embedded product and attractive to companies looking to reduce their carbon footprint. In 2013, the partners are considering whether to sign a contract with Sealed Air, one of the largest distributors of packaging materials in the world, but the deal would mean relinquishing control over the only profitable segment of their company. They are considering alternative growth strategies to find the one that fits best with their goal: to have the largest impact on the planet while remaining profitable.
What is the dilemma or tough decisions?
How can a start-up’s radical sustainability innovation be scaled up (and with who) to meet both the founders’ needs for financial viability and to achieve significant environmental impact?
Website where case study can be found
https://www.iveypublishing.ca/s/product/ecovative-design-llc-a-biological-mater…
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 decisions?
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&…