This case is intended to be used in management courses such as Strategy or courses dedicated to topics related to complex environments (e.g., Nonmarket Analysis). The analysis of existing conditions in the non-market is fundamental to business strategies, but its systematic study dates only to the current century. In particular, the seminal articles on institutional voids date from the beginning of the last decade. Facilitators in Strategy or Nonmarket Analysis courses can use the case in class sessions examining who the intermediaries are in the nonmarket, how to address issues of access to information, human talent and financial capital, and how to deal with the inevitable conflicts that can arise.view all
This case has been designed to be used in social entrepreneurship courses in both MBA or MSc-level programs and aims to open discussion around purpose-driven organizations, social impact strategy, and internationalization of social impact start-ups. It examines the challenges and opportunities a social impact startup faces in pursuing scalability and growth, as well as the tensions associated with determining which competitive strategy to adopt in the short- and long-term.
This case can be used in undergraduate, graduate and executive education marketing and social responsibility courses. On marketing courses, it is a useful tool for analyzing elements of strategic marketing and understanding the relationship between proposals, customers and value networks. It also allows for discussion on the fragility of a company’s value proposition when entering new segments of the market, and looking at how a commercial growth decision can strengthen or risk an
organization’s mission and values. By analyzing Alcagüete’s 1×1 model, cause-related marketing can be explained and options analyzed for ensuring the traceability of social contributions that are linked to product sales.
On a social responsibility course, emphasis can be made on how private companies form alliances with social organizations to generate social benefits and, at the same time, differentiate their brands. In addition, the case gives exposure to hybrid business models and B Corporations and the challenges they face when trying to simultaneously address social, environmental and economic aspects. A key topic for this type of company is how to scale-up the business without sacrificing its
socio-environmental value proposition.
This case illustrates how a small and medium-sized enterprise (SME) can become a knowledge- based enterprise, able to compete through innovation in global markets from a developing country. This is a hybrid organization, which operates with the ultimate end goal of generating socio- environmental benefits.
This case was principally designed to be used in executive education, so that entrepreneurs and managers come to the understanding that Latin America is not condemned to compete on the basis of abundant natural resources or cheap labor. The case can also be used on undergraduate or postgraduate strategy courses to illustrate how to configure an emergent organizational strategy centered on social and environmental sustainability.
Since her appointment as General Manager of The National Symphony Orchestra of Colombia, Claudia Franco focused on its commercial management. She managed to increase the revenue of the Orchestra through an ambitious commercial agenda that involved concerts with famous artists, chamber concerts, recordings and movie soundtracks. Claudia counted on the musician’s commitment and disposition to […]
The case documents the evolution of Dress Your Home (DYH) into a profitable line of business for Colcerámica. This was a great achievement since, outside of micro-finance businesses, there were very few large companies that had created successful initiatives with the base of the socio-economic pyramid. DYH initially sought to generate positive social effects through […]
Ascardio was a hybrid organization dedicated to support the cardiovascular program of the Ministry of Health in the mid-western region of Venezuela. What had started as a small project in 1976 had turned into a 11.5 million dollar per year operation with 400 permanent employees and 100 thousand diagnostic and therapeutic procedures per year. Ascardio […]
Tecnosol was a Nicaraguan solar power company founded by Vladimir Delagneau in 1998. Moved by his experience during the civil war in Northern Nicaragua, he returned to the capital determined to provide solar energy solutions to an immense rural population with limited or no access to electricity. In almost 20 years, his firm grew to […]
AMÓS Health and Hope was a Nicaraguan non-governmental organization (NGO) founded in 2007 to empower rural communities to establish their health needs and develop action plans to solve them. It also supported these communities, following up on their plans and providing guidance to execute the actions planned. Dr. Laura Chanchien Parajón, AMÓS´ Medical Director and […]
Nutrivida was a social business created by an alliance between Florida Ice & Farm Co (FIFCO), a Costa Rican beer company, Yunus Social Business (YSB), an organization founded by Professor Muhammad Yunus, founder of Grameen Bank (the “bank to the poor”) and Peace Nobel laureate. This new social enterprise intended to fight malnutrition, focusing specially […]
The purpose of this article is to advance research on sustainable innovation through a business model (hereafter, BM) perspective. We consider the BM as a boundary-spanning system that encompasses various firms, in which value is created, exchanged and captured. More specifically, we look at the changes called for by the imperative of sustainable development, through […]
This document contains updated information on the case study published in 2009 under the title of “Gas Natural BAN´s Strategy for Low-Income Sectors” from data collected during the last quarter of 2013. Upon case discussion closing, this document may prove relevant to familiarize students with the initiative and the relationship between Gas Natural BAN (currently […]
Catalog of SEKN Network’s educational cases. All cases can be downloaded from the Harvard Business Publishing publications webpage.
In 30 years, La Fageda had surpassed several business milestones that formed the means for attaining an ultimate aim. Its ultimate aim had always been the social and labor integration of mentally-challenged individuals placing the emphasis on each person’s capabilities. From the end of 2007 to the beginning of 2013 the company underwent growth by […]
This case describes how Codensa, an electricity company in Bogotá and Cundinamarca (Colombia), developed an easy-access consumer credit business model for low-income populations leveraged by the cost structure of its core business. Codensa offered consumer credit to low income populations through the Codensa Hogar business unit, by linking together a value chain of large retailers […]
AMICHOCÓ Foundation was a private non-profit organization operating since 1996 in the Colombian department of Chocó, one of the poorest in the country and characterized by being largely inhabited by ethnic minorities of African origin and enjoying one of the highest levels of biodiversity in the world. The Foundation implemented productive projects that help improve […]
SNA Educa (previously known as Codesser) is a non-profit organization which was created by the National Association of Farmers (Sociedad Nacional de Agricultura, SNA) in Chile. Its mission included improving the living conditions of people associated with rural activities. One way of doing this was by offering agricultural and technical education to low-income students in […]
This case describes the practices and techniques used by Tierra Fértil in these neighboring countries’ different settings, enabling students to draw their own conclusions about the program’s effectiveness in both Costa Rica and Nicaragua.
This case may also be used to help members of NGOs, foundations, etc. to understand the challenges faced to compete in the marketplace and, at the same time, uphold organizations’ values and mission.
Finally, the case explains how FPVS rose to the challenge of worsening local social and economic conditions in 1998, developing alternative programs to appeal to new borrowers. As these initiatives proved ineffective, FPVS turned to other projects, based on the demands voiced by its target communities.
This case analyzes a successful economic initiative (Escudo Rojo) whose profits help support a legendary religious institution (The Salvation Army) while creating social value for low-income sectors through the sale of used goods.
Este caso requiere que los estudiantes a tomen el papel de Juan Pablo Fernández, quien, tres años después de unirse a la empresa, se convirtió en su Vicepresidente de Marketing en 2006.
This case may prove useful for courses on entrepreneurship and startups’ early development, as it illustrates how to build a sound, sustainable business. It may also be used in courses dealing with base-of-the-pyramid business ventures, cross-sector collaborations, and economic and social value creation in businesses involving low-income sectors.
Against this backdrop, INACAP’s leaders chose to seize the opportunity to acquire Universidad Vicente Pérez Rosales. However, this decision involved a change in INACAP’s strategic positioning. A few months after the acquisition, INACAP’s chancellor resigned, and the new chancellor, Gonzalo Vargas, faced the need to assess INACAP’s long-standing business model and determine its competitive strategy.
This case may be used to encourage class participants to discuss economic feasibility for social projects, analyzing sustainability and its fit with organizations’ missions. Specifically, this case provides an example to consider the development of business portfolios, discussing whether individual ventures contribute to value creation and mission accomplishment. At the same time, it leads students to reflect on the key factors to be taken into account in order to ensure portfolio success.
This case has been designed to help students.
At that time, excess chrysalis supply not only damaged his business but also jeopardized the welfare of dozens of growers, including many low-income farming families, and threatened the social progress made over the past few years.
This case may be used in leadership courses, to deal with succession issues, and in nonprofit management programs, to address topics such as venture sustainability and organization.
This case may be used in a business strategy or policy introductory course incorporating nonprofit management specificities.
Case readers are encouraged to characterize CSU-CCA social programs and to play the role of Manuel Zuñiga, Corporate Affairs Department Head and Social Responsibility Committee member, who, at an upcoming meeting, would have to recommend which social ventures to support and which not to.
Este caso puede ser utilizado en cursos de gestión de la organización, incluyendo el uso de los presupuestos económicos y financieros para la toma de decisiones, análisis de sensibilidad de varios escenarios para la gestión de crisis y, incluso, nociones de equilibrio.
This case may be used in courses and seminars on social entrepreneurship and third-sector organization management. It may prove particularly helpful in courses dealing with its two focal themes: third-sector organizations’ sustainability and the tension between opposing roles: private service supply and public good production.
This case is suitable for any graduate program on business management focusing on nonprofits and dealing with strategic analysis and planning, decision making, and market analysis.
This case may be used in courses on corporate social responsibility, NGO and social venture management, intended for both social development specialists and managers at large.
This case is appropriate for management courses focusing on nonprofits’ strategic decision making.
Manuel Ariztía (Don Manuel), respected owner of a leading Chilean poultry company, has forged an alliance with Melipilla, a Chilean municipality, to collaborate in the management of the local 13,176-student public education system. The instrument used for this partnership was Melipilla’s Municipal Corporation (CMM), a private, independent and apolitical nonprofit organization that provides educational and healthcare services in the city. Over the past fifteen years, Don Manuel has become a leader at CMM’s Board, driving changes in the organization’s financial and educational performance. This case describes the evolution of this leadership role, highlighting issues associated with management succession, decision making, cultural change and collaboration challenges.
As it shows how forging ties with the community tends to follow business needs, the case is suitable for the analysis of topics such as strategic management and change processes, corporate strategic approaches, and business opportunities and challenges posed by social contexts.
This case may be used in social organizations’ leadership courses and other courses exploring collaborations in the social sector.
This case may be used in courses on logistics, value chain management, inclusive businesses, and social responsibility.
This case is suitable for strategy courses focusing on alliance development, strategy valuation and selection in cross-sector collaborations.
By discussing this case, students can gain a better understanding of how competitors can collaborate in some areas, as well as the need to renew the value created for individual partners in order to keep an alliance alive and fruitful.
This case may be used in programs dealing with social entrepreneurship and corporate social responsibility or other graduate courses that delve into cross-sector collaborations among business companies and nonprofits.