Lululemon’s commitment to the environment: A tangle of seaweed, suppliers, and social responsibility

30 June 2010 | Cases | Marketing, Supply Chain

Case Abstract This case introduces Lululemon, an athletic and yoga wear retailer, and their commitment to the environment. The company was founded on its Corporate Social Responsibility (CSR) initiative, and took pride in its innovative approach towards the environment. The company trusted the suppliers with which it had relationships, and believed the products it was buying were as the suppliers described. Lululemon, faced with pressure to expand and maximise profits while maintaining its CSR pledge to the environment and innovation, found itself in a difficult position when an environmentally-friendly fiber it used for a clothing product was determined to be marketed falsely. Globalisation is an inevitable facet of today’s business world. Many companies rely on manufacturers and suppliers... »

Hunghom Peninsula in Hong Kong (A), (B) & (C): A Realistic Call for Corporate Social Responsibilities

30 June 2010 | Cases | Management

Case abstract Hunghom Peninsula was a residential building complex with a superior location in Hong Kong.  The harbour-view flats were originally built under the government’s abandoned Private Sector Participation Scheme, a program intended to provide affordable housing for middle-class residents. Fears by wealthy land owners and developers that the scheme would erode property values in a shrinking market led the government to abandon the subsidized housing scheme altogether in 2002. The two developers, New World Development Company Limited (NWD) and Sun Hung Kai Properties Limited (SHKP), Hong Kong’s two biggest developers which had been engaged in the construction of Hunghom, subsequently came forward to take ownership of Hunghom Peninsula. After taking the project, the consortium announced the demolition... »

Good Water: Standing on Holy Ground

30 June 2010 | Cases | Resources

Case Abstract By 2009, New Zealand businessman and Good Water CEO, Grant Hall, was one year into his five year plan to achieve his nirvana vision of a closed loop system. He wanted to sell water in bottles made from local biomass, with the used bottle waste separated, recycled into plant pottles, allowed to biodegrade to support new plant-life and sources of biomass for further production of water bottles. To make his plan a reality, Good Water and competitors who took up the Good Water project challenge of using plant-based plastic (PLA) bottles for their products, needed to ramp up volume considerably. Doing so would create demand for a local biomass supply and incentivise the infrastructure needed for... »

ALTIS – A Microfinance Startup in Nepal

30 June 2010 | Cases | Entrepreneurship, Finance

Case Abstract This case describes the issues and dilemmas facing a social entrepreneur in his efforts to initiate a microfinance operation in the rural agricultural areas of Nepal. Although Nepal government supports microfinance models, a recent civil war severely disrupted government services and worsened poverty.  The case covers the recent history of Nepal, the condition of the country’s capital markets, the ALTIS concept and the competitive landscape. Sanjay is seeking to establish the microfinance enterprise to serve the rural agriculture regions of Nepal, where little to nothing has been done to serve the poor. Sanjay possesses much of the expertise, a high level of motivation and many key stakeholder relationships to help him establish the microfinance enterprise. He... »

Farmstar Goes Global: Corporate Entrepreneurship Bringing Sustainable Value Innovation to Agribusinesses

30 June 2010 | Cases | Consumption

Case Abstract In 2006 Infoterra France was created as a subsidiary of European aerospace group EADSAstrium to develop and commercialise earth observation satellite technologies with partners Arvalis. Among these was the precision agriculture product – Farmstar. Farmstar provides farmers with recommendations throughout the growing season and enabled subscribers to manage their crops with unprecedented precision. Research began in 1996 and by 2009, 30 agricultural cooperatives representing almost 9,000 farmers and some 400,000 hectares of land, had adopted the service. By 2008 with Farmstar, Infoterra-Arvalis had captured a near monopoly of the rapidly growing market in France. This joint-venture had succeeded where many other companies had tried and failed. The technology’s potential was enormous but could they now grow... »