Exiting in a State of Grace: Can Death be Sustainable?

Case Abstract

By August 2007, Deborah Cairns and Fran Reilly had been in business just a year and their alternative, family-directed funeral business had already won a regional sustainable business award. Based in Auckland, New Zealand, State of Grace offered clients socially and environmentally friendly alternatives including involving families where possible in keeping the deceased at home without embalming, and the use of natural products including eco-caskets.
Deborah and Fran appreciated there were plenty of challenges in providing more socially responsible, natural alternatives to traditional funerals and current modes of burial and cremation. Now their fledgling business is gaining momentum, the two women were trying to find the balance between how much and how fast to grow the business, and at the same time meet their family commitments and stay true to their sustainability values. There is an underlying issue surrounding their prioritisation of whom and what needed sustaining most.

Authors: Eva Collins, Kate Kearins, Helen Tregidga
Institution: University of Waikato, Auckland University of Technology, New Zealand
Competition Year2008
PlaceFinalist
TrackCorporate Sustinabiity
Key WordsGreen burials, Start-ups, Sustainable business, Sustainability, New Zealand, Socially responsible funerals, Environmentally friendly funerals, Alternative funerals, Family-directed funerals
Permission RightsThis case was published in: Collins, E., Kearins, K. & Tregidga, H. (2009). Exiting in a State of Grace: Can Death Be Sustainable? International Journal of Sustainable Strategic Management, 1(3): 258-284.
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posted June 30, 2008

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Scojo Foundation: A vision for Growth at the Base of the Pyramid

Case abstract

 
Scojo Foundation uses a market-based approach to sell affordable reading glasses to the poor. While it had been another successful year for Scojo, Jordan Kassalow, Chairman and Co-Founder of Scojo Foundation, knew that the next 12 months would be critical in fulfilling the vision of the organisation he and Scott Berrie had founded five years before. There were a number of decisions he and his team would have to make before the board meeting the following month.

What distribution channel or combination of distribution channels would allow them to scale their business and societal impact most effectively? Should the emphasis of their mission be placed on increasing access to reading glasses or on developing entrepreneurs? This could have important implications for their choice of scaling strategy. And how could they best measure and maximise their societal impact? In the forefront of his mind, Jordan kept the goal of becoming a self-financing scalable enterprise that was not dependent on donations. How could he best manage the goals of societal impact and financial sustainability?

 

Authors: Ted London, Mary Christiansen
Institution: University of Michigan, USA
Competition Year2008
Place1st place
TrackCorporate Sustainability
Key WordsSocial Enterprise, Foundation, Reading, Glasses, Scaling up, Growth, Societal impact
Permission RightsThis case can be purchased from the GlobaLens website
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posted June 30, 2008

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Procter and Gamble’s PuR Water Purifier: The hunt for a Sustainable Business Model

Case abstract

Over the last 6 years, under the leadership of Dr. Greg Allgood, director of the Children’s Safe Drinking Water Program, P&G has helped to distribute 65 million PuR packets. These packets have been used to purify 650 million litres of water, most often in rural locations. Over time, and through a variety of deliberate partnerships that Allgood cultivated in 10 countries, P&G has tested three different sales and distribution models: commercial marketing, social marketing and disaster relief – each with varying degrees of success.

Drawing from past successes and failures, Allgood is considering how to fulfill P&G’s aggressive commitment to providing 135 million litres of safe drinking water in Africa and how to achieve long term behaviour change. This case presents the range of business models that P&G has explored for the sales and distribution of PuR. The case also presents the risks and hurdles inherent in these projects, as well as implications for their potential scalability to other countries/regions. Through this case, students may gain insight into both the challenges and significant opportunities in addressing the needs of low-income consumers in emerging markets.

Authors: Lisa Jones Christensen, Jessica Thomas
Institution: Kenan Flagler Business School, University of North Carolina, USA
Competition Year2008
Place2nd place
TrackCorporate Sustainability
Key WordsWater purification, Drinking water, Distribution mode, Scaling up, Emerging markets
Permission RightsPlease contact Lisa Jones Christensen for permission rights. This case is also part of the oikos Case Collection book (Volume 2): Case Studies in Social Entrepreneurship and Sustainability published by Greenleaf.
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posted June 30, 2008

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Living Homes

Case abstract

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. Students will learn about the environmental impacts of buildings, the certification programs to build green buildings, and the critical elements of creating a sound business that capitalises on the green building industry.

Authors: Rebecca Henn, Andrew J. Hoffman
Institution: University of Michigan, USA
Competition Year2008
Place3rd place
TrackCorporate Sustainability
Key WordsArchitecture, Start-up, Green Building, Housing Industry, Certification
CoursesEnvironmental Business, Competitive Strategy, Entrepreneurship, Marketing, Green Building
Permission RightsThis case is available for purchase from GlobaLense. It is also part of the oikos Case Collection book (Volume 2): Case Studies in Social Entrepreneurship and Sustainability published by Greenleaf.
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posted June 30, 2008

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Greenpeace

Case Abstract

Nearly all environmental organizations have a similar aim; to stop the degradation of the natural environment. However, the strategies which environmental organizations choose to employ are sometimes starkly different. This case compares the models of two dissimilar environmental powerhouses: Greenpeace and World Wildlife Fund for Nature (WWF).

Active in 100 countries, WWF works with governments, businesses, other NGOs, and communities to set up conservation programs to preserve natural habitat. In contrast, Greenpeace works to campaign for environmental change against governments and corporations and accepts funding only through individuals and foundation grants. This case explores the detailed history and business models of both organizations.

Authors: Ramon Casadesus-Masanell, Jordan Mitchell
Institution: Harvard Business School, USA
Competition Year2008
PlaceFinalist
TrackCorporate Sustainability
Key WordsBusiness Models, Social Responsibility, Environmental Organizations, Environmental Protection, Netherlands
Permission RightsThis case can be purchased from the Case Centre (reference number 9-708-418).
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posted June 30, 2008

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