Trevor Field and The PlayPumps of Africa

Case Abstract

The water crisis in the African countries is quite severe with two out of five people lacking access to improved water supply. The implication of this problem goes beyond diseases and deaths due to water-related disease. Particularly in peri-urban and rural areas, women and girls have to commute long distances (up to 8 kilometres) and spend hours collecting water from water sources that could be contaminated. Touched by the hardship faced by these people, Trevor Field (Field) a UK-born advertising professional who had immigrated to South Africa, sought to do something to address this problem.

In the late-1980s, he chanced upon a child’s roundabout (merry-go-round) fitted with a pump that could pump water as it turned. Field worked with the inventor of this roundabout to bring about improvements in the system and later developed the PlayPump Water System (PlayPump) that was attached to a high-capacity storage tank and a tap. The four surfaces of the storage tank were used as billboards for commercial and public education/social (such as HIV/AIDS prevention) messages. Revenue earned from the advertising helped maintain the water systems for up to a decade.
Field co-founded a for-profit organisation with a social mission, Roundabout Outdoor Pty Ltd. (RO) to install and maintain these PlayPumps in various parts of Southern Africa. The funds for installing the PlayPumps were arranged by PlayPumps International (PI), a non-profit organisation also co-founded by Field. By the end of 2007, more than 1,000 PlayPumps had been installed in four countries in Southern Africa.
Experts felt that the PlayPump was a social innovation that was also sustainable. Field had succeeded in scaling up installations of the water system across five countries in Southern Africa by adopting an innovative business model based on collaboration with individuals, corporations, governments, foundations, and non-governmental organisations, they said. However, Field faced a number of challenges in scaling up further as he aimed to install 4,000 PlayPumps in ten African countries by 2010.

Authors: Debapratim Purkayastha
Institution: IBS Hyderabad, India
Competition Year2009
Place1st place
Track Social Entrepreneurship
Key WordsEnvironmental analysis, Eco-system framework, Developing and Emerging Markets, Base of the Pyramid (BoP) Strategies, Traits of Social Entrepreneurs, Social Entrepreneurship Ecosystem, Managing Growth, Business Model, Hybrid Business Models, Business Model Innovation, Managing Innovation, Sustainability, Double Bottom Line, Triple Bottom Line
CoursesStrategy, Marketing, Supply Chain Management
Permission RightsThis case is available for purchase from the Case Centre (809-022-1). 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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TATA Power: Corporate Social Responsibility and Sustainability

Case Abstract

The case describes the strategic dilemma involved while taking the decision on the ‘modus operate’ of CSR department for one of the leading Indian MNCs (‘Tata Power Company’ from Tata Group of Companies). TPC had undertaken the CSR activities for decades reflecting the company’s commitment towards sustainable energy generation without undue compromise to human and environmental development. These activities were undertaken as the voluntary initiative by the employees of TPC and there was no separate entity as ‘CSR department’ as of now. However with the large scale expansion, the need to have CSR as a separate entity was felt.

The dilemma for the decision manager (Col. Prakash Tewari) was whether to go for separate CSR department or continue with the existing set up. There are other issues related to it which needs to be addressed strategically as well as tactically to maintain a balance between shareholders’ interest and other stakeholders.  The case has been developed for the academicians as well as practitioners to have better insight into the issue from the perspective of business strategy and business environment. The case will help to analyse the issue of corporate sustainability from the business angle.

Authors: Rama Deshmukh, Atanu Adhikari
Institution: IES Management College and Research Centre, India; IBS Hyderabad, India
Competition Year2009
Place2nd place
TrackCorporate Sustainability
Key WordsTATA Power, Sustainability, Opportunity Recognition, Corporate Social Responsibility, Stakeholders, Strategy
CoursesBusiness Strategy, Business Environment, International Business, Corporate Governance, Corporate Sustainability
Target AudienceMBA, Business Executives, Undergraduate Students
Permission RightsThis case is available for purchase from Ivey Publishing (9B10M013)
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Sustainability Amidst Uncertainty: Columbia Forest Products’ Pursuit of Sustainability in a Changing Market

Case Abstract

From its humble beginnings as a small shuttered plywood mill, Columbia Forest Products has grown to be one of the largest players in the U.S. hardwood plywood products market. This case follows the company’s introduction of a new sustainable plywood product in an extremely competitive and economically challenging market place. At the point in the case, the construction of new homes had fallen across the United States.

The fate of Columbia Forest Products (CFP) was tightly bound to the US housing market.  CFP has over a 40% market share in hardwood plywood products, most of which go into new home construction.  Further, over the past three years, CFP has embarked on a journey into sustainability.  This journey is marked most profoundly by the introduction of PureBond© non-formaldehyde plywood in 2006.  A first in the industry, PureBond© provides significant health benefits to CFP employees and customers by removing a known carcinogen from its products.  It also has been a catalyst for CFP to pursue a more comprehensive, sustainability-inspired strategy.  But in the midst of the dreadful housing market in the US, CFP executive team wondered if further pursuit of a sustainability strategy would be detrimental to their company’s competitiveness.

The threat of domestic and international competition is ever present and the company is well aware that the advantage provided by PureBond© is only temporary.  CFP’s domestic competition will be able to offer competitive non-formaldehyde products in 1 ½ to 2 years.  It would likely take China and other overseas manufacturers another year at least to offer comparable products.

Another consideration is CFP’s reputation.  It has spent many years building recognition for its sustainability initiatives.  By further pursuing a sustainability-based strategy, CFP invites greater public scrutiny.  CFP needs to be clear on how it commits itself to sustainability and the reputation that it built as a result.  There is always the potential that well intentioned and ambitious sustainability efforts can turn into PR disasters.

This case describes the issues and dilemmas facing the company in deciding to adopt a sustainability strategy. The case is designed to highlight decisions related to strategy, adverse industry reactions, public policy and health claims, etc. In addition, it provides an example of a product developed through biomimicry. The case can draw on the following frameworks: Porter’s Five Forces Model, Resource Based Theory and Systems Dynamics.

Authors: Scott Marshall, Zachary Anderson, Matthew Flax, Daniel Gambetta, Jacen Greene-Powell, Madeleine Pullman
Institution: Portland State University, USA
Competition Year2009
Place3rd place
TrackCorporate Sustainability
Key WordsForest, Hardwood, Plywood, New product Development, Biomimicry, US Housing Market, Sustainability Strategy, Adverse Industry Reactions, Company Competitiveness, Domestic Competition, International Competition, Public Scrutiny, Reputation
CoursesStrategy, Marketing, Supply Chain Management
Target AudienceMBA, Undergraduate Students, Business Executives
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
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The ReUse People: Scrap to Sales

Case Abstract

This case discusses The ReUse People, an organisation that specialises in deconstruction of buildings, with the aim of reusing as much of the materials as possible, hence keeping them out of landfill. The organisation is facing a classical growth-related dilemma: should it grow organically, keeping most of the work in-house but hence limiting its growth rate, or should it “franchise” its deconstruction approach by certifying other companies in the deconstruction process? The mission of The ReUse People is squarely environmental, but the organisation is increasingly aiming to provide social benefits too by reaching out to community organisations and providing employment opportunities.

Authors: Charles J. Corbett, William G. Powell
Institution: UCLA Anderson School of Management (USA)
Competition Year2009
Place2nd place
TrackSocial Entrepreneurship
Key WordsDeconstruction of Buildings, Reuse, Managing Growth, Organic Growth, Franchising
Permission RightsPlease contact Charles Corbett 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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Coca-Cola India’s Corporate Social Responsibility Strategy

Case Abstract

This case is about Coca-Cola’s corporate social responsibility (CSR) initiatives in India. It details the activities taken up by Coca-Cola India’s management and employees to contribute to the society and community in which the company operates. Coca-Cola India being one of the largest beverage companies in India, realised that CSR had to be an integral part of its corporate agenda. According to the company, it was aware of the environmental, social, and economic impact caused by a business of its scale and therefore it had decided to implement a wide range of initiatives to improve the quality of life of its customers, the workforce, and society at large.

However, the company came in for severe criticism from activists and environmental experts who charged it with depleting groundwater resources in the areas in which its bottling plants were located, thereby affecting the livelihood of poor farmers, dumping toxic and hazardous waste materials near its bottling facilities, and discharging waste water into the agricultural lands of farmers. Moreover, its allegedly unethical business practices in developing countries led to its becoming one of the most boycotted companies in the world.

Notwithstanding the criticisms, the company continued to champion various initiatives such as rainwater harvesting, restoring groundwater resources, going in for sustainable packaging and recycling, and serving the communities where it operated. Coca-Cola planned to become water neutral in India by 2009 as part of its global strategy of achieving water neutrality. However, criticism against the company refused to die down. Critics felt that Coca-Cola was spending millions of dollars to project a ‘green’ and ‘environment-friendly’ image of itself, while failing to make any change in its operations. They said this was an attempt at greenwashing as Coca-Cola’s business practices in India had tarnished its brand image not only in India but also globally. The case discusses the likely challenges for Coca-Cola India as it prepares to implement its new CSR strategy in the country.

Authors: Hadiya Faheem
Institution: IBS Hyderabad, India
Competition Year2009
PlaceFinalist
TrackCorporate Sustainability
Key WordsCoca-Cola, Corporate Social Responsibility Strategy, Environmental Responsibility, Economic Responsibility, Sustainability, Water Sustainability, Water Neutral, Water Efficiency, 5 Pillar Growth Strategy, Stakeholder Tension, Operations, Greenwashing
Permission RightsThe case is available for purchase from the Case Centre (709-028-1)
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Kapai New Zealand: Eat Your Greens!

Case Abstract

By August 2007, Kapai New Zealand Limited had grown from an idea to two salad stores with two more on the way, and ambitions for national and international expansion. James Irvine and Justin Lester had returned from their travels abroad, keen to start a successful business, and to promote both their country and healthy eating.  Despite their big ambitions, they were resource-poor, both in time and money.  James was doing daily management of the salad stores, and Justin, who had a day job elsewhere, was working after-hours on strategic and operational plans.

Franchising struck them as a good way to quickly grow the salad store business ahead of competitors also planning expansion – and to ultimately free up more time for soccer and personal relationships.  The pair needed to update their business plan and seriously consider the criteria for future store locations, and decide on other revenue-enhancing activities to make Kapai a more attractive franchise proposition.  James and Justin wondered how they could enhance Kapai’s environmental and social sustainability without detracting from potential franchisee interest. Whatever options they chose, they needed to not only be good for business, but to stay true to their values and lifestyles and to be practicable as well.

Authors: Helen Tregidga, Kate Kearins, Eva Collins
Institution: Auckland University of Technology, New Zealand; Waikato Management School, New Zealand
Competition Year2009
Place3rd place
TrackSocial Entrepreneurship
Key WordsManaging Growth, New Zealand, Salad Store, Fast Good Industry, Franchising, Stakeholder Management
CoursesEntrepreneurship, Small Business Management, Strategic Management, Environmental Management, Sustainability
Target AudienceUndergraduate Students, Postgraduate Students
Case Purchase InformationThis case was published in Tregidga, H., Kearins, K. & Collins, E. (2009/2010 Winter/Fall). Kapai New Zealand: Eat your greens! Business Case Journal, 17 (1), 50-69. 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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Jamii Bora and Kaputei Town: Affordable and Sustainable Housing for Urban Slumdwellers

Case Abstract

In late 1999, Ingrid Munro founded a savings-related microloan organisation in Nairobi, Kenya with 50 women who had previously been desperate street beggars.  The organisation is called “Jamii Bora” (which means “good families” in Kiswahili) and is based on the premise that very poor people can lift themselves from poverty via the option to borrow twice what they are able to save.  It grew rapidly, to nearly 200,000 members, in part because it employs only members and is thus able to quickly and appropriately respond to members’ needs.

For example, when it became apparent that health issues were affecting members’ ability to work and survive, Jamii Bora rapidly developed full coverage health and life insurance programmes with terms that members themselves researched, determined, and approved. However, because the majority of the membership live in deplorable conditions in Nairobi’s most dense and dangerous slums, dealing with the housing situation at scale was paramount for the organisation. Their research had linked housing problems to continued poverty, to health issues, to family planning and education options, and to income generation and securing livelihoods.  Ingrid had a background in architecture and housing, but she also had a firm belief that other housing projects failed because they were not created and implemented in conjunction with the people who would live in and maintain the houses.  Thus, she and her team of Jamii Bora members worked to create Kaputei as an innovative new town designed by members with their priorities at the forefront.

However, almost immediately after obtaining almost 300 acres of land and receiving appropriate zoning for a housing and commercial development, Jamii Bora met with serious resistance—some was from jealous external parties, other resistance came in the form of high price quotes for construction inputs.  Ingrid and other members met these challenges with business-based solutions wherever possible.  For example, by employing out of work Masaii tribes people who lived adjacent to the property, they secured the support and excitement of local stakeholders. By sending representative members to classes on cement work and metal-smithing, they developed an in-house cadre of trainers who taught other members how to build their own roof tiles, housing bricks, door frames, window frames, re-bar supports, and drain covers.  At every turn, sustainability and environmental issues were considered as well- non-toxic dyes go into the cement tiles, solar panels power the lighting, and the wastewater is treated with a series of wetlands that purify the water and recycle it back into the community for landscape maintenance and crop irrigation.

Despite this progress, there were several issues that remained at the start of 2009: how to handle the interruptions of the constant flood of visitors without alienating support, how to promote the project internally and externally during the construction phases, how to deal with demand issues, and how to scale this in future locations.  Ingrid is open to input from people who are willing to approach the problems with a pro-poor mindset that respects her members and their intrinsic talent and drive.  She is considering how to manage the growth of Jamii Bora as well as the growth of Kaputei Town.

Authors: Lisa Jones Christensen
Institution: Kenan-Flagler Business School, University of North Carolina, USA
Competition Year2009
PlaceFinalist
TrackSocial Entrepreneurship
Key WordsMicroloan, Kenya, Poverty Alleviation, Managing Growth, Scale Up, Housing Problems, Urban Development, Stakeholder Management
CoursesSocial Entrepreneurship, Leadership, Microfinance and Cross-Sector Development, Sustainable Enterprise, Base of the Pyramid, Global Management, International Development, Nonprofit Management, Strategic Management, Philanthropy, Ethics, Corporate Social Responsibility, Eco-tourism.
Target AudienceMBA, Business Executives, Undergraduate Students
Permission RightsPlease contact Lisa Jones Christensen for permission rights
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Michelin’s Strategic Partnership with Indigenous People

Case Abstract

In June 2004, Jim Morrison, Human Resources Manager of Michelin’s Bridgewater Plant, was reflecting on the Aboriginal Workforce Participation Initiative (AWPI) Partnership Agreement that the company signed the previous November. He had a nagging feeling that there was little progress in increasing the representation of Aboriginal peoples at Michelin, and wondered why it was so difficult to get results. At the same time, he wondered about the Advisory Council that was one of the key aspects of the agreed partnership process. Was it really necessary? Wouldn’t it be easier and more effective for the company to work directly with the partner organisations, rather than set up this council? How would it work – and what would be its added-value?

Authors: Pamela Sloan, David Oliver
Institution: HEC Montreal, Canada
Competition Year2009
Place1st Place
TrackCorporate Sustainability
Key WordsMichelin, Aboriginal Workforce, Partnerships
Permission RightsThis case was published in: Sloan, Pamela & David Oliver (2009) Michelin's Strategic Partnership with Indigenous Peoples (A) The Basis for Partnership, International Journal of Case Studies in Management, 7(2), 1-12.
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The Ambrose Hotel: Eco-Labeling Strategies for Sustainable Lodging

Case Abstract

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. This case 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.

The students are asked to evaluate the costs and benefits associated with adopting an emerging eco-label such as the Leadership in Energy and Environmental Design accreditation for Existing Buildings (LEED EB) label. The case examines whether there are any advantages of being a first mover in such a situation and what the options are for small companies interested in differentiating their products based on their environmental component. The case provides details about the Green Seal and the LEED EB standards.

Authors: Magali Delmas, Charles Corbett
Institution: University of California at Los Angeles, USA
Competition Year2009
PlaceFinalist
TrackCorporate Sustainability
Key WordsHotels, Eco-labels, Green practices, Environmental Management Practices, Environmental Differentiation Strategy, LEED EB, Green Seal
CoursesCorporate Environmental Strategy, Business and Society, Environmental Entrepreneurship
Permission RightsPlease contact Magali Delmas and Charles Corbett for permission rights.
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