oikosPublications

Publications

The ReUse People: Scrap to Sales

30 June 2009 | Cases | Conservation, Waste

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.... »

Coca-Cola India’s Corporate Social Responsibility Strategy

30 June 2009 | Cases | Consumption, Resources

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... »

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... »

Jamii Bora and Kaputei Town: Affordable and Sustainable Housing for Urban Slumdwellers

30 June 2009 | Cases

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... »

Michelin’s Strategic Partnership with Indigenous People

30 June 2009 | Cases | Supply Chain

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... »