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Publications

The Body Shop: Social Responsibility or Sustained Greenwashing?

30 June 2007 | Cases | Marketing

Case Abstract This case is about the issue of sustainability rhetoric and greenwashing. In March 2006, The Body Shop International Plc. (Body Shop), a retailer of natural-based and ethically-sourced beauty products, announced that it had agreed to an acquisition by the beauty care giant L’Oréal in a cash deal worth £652 million (US$ 1.14 billion). The announcement brought in its wake a spate of criticism against Body Shop and its founder, Dame Anita Roddick. Body Shop was regarded as a pioneer in modern corporate social responsibility (CSR) practices. The company was also strongly associated with Roddick’s social activism. This case discusses the reactions of consumers, activists, and CSR experts to the acquisition of Body Shop by L’Oréal. The... »

TEMBEC Inc.: Creating Value by Managing Stakeholder Tension

30 June 2007 | Cases | Conservation, Resources

Case Abstract Throughout the 1990s there was increasing competition for Ontario’s forest land. The forest industry, including Tembec Inc, demanded from the Ontario government more certainty in the lands available to them. To reach a consensus on strategic land use, the government launched Lands for Life process and undertook extensive public consultations. Unfortunately the consultation process resulted in a polarization of stakeholders, and the 242 controversial recommendations threatened to spark a ‘war in the woods’, primarily between the forestry industry and environmentalists. Tembec’s chief executive office foresaw this conflict and was determined to take a different course of action that would bring a real solution that would meet both the objectives of the forestry industry and environmentalists. He... »

Seventh Generation: Balancing Customer Expectations with Supply Chain Realities

Case Abstract The case focuses on Seventh Generation, a maker of environmentally-sensitive household nondurables such as soaps, detergents, paper products, and diapers. Faced with the prospect of being without a product when a contract manufacturer could no longer make its natural baby wipes, the company substituted conventional wipes. But some of the ingredients in these conventional baby wipes proved unacceptable to its customers. The case provides a broad background on the industry in which Seventh Generation competes, and the developing green niche within it. A history of the company’s circuitous journey to become the leader in its field is then presented, with special reference to the importance of its corporate values to strategy and staffing. The case closes... »

Transforming the Global Fishing Industry: The Marine Stewardship Council at Full Sail?

Case Abstract The Marine Stewardship Council (MSC) is an non-government organisation (NGO) – headquartered in London and established by the World Wildlife Fund (WWF) and Unilever in 1997 to set up a certification and eco-labelling system for sustainable fishing. The case describes the MSC’s initial and more recent challenges including the Tragedy of the Commons, a wide range of less willing stakeholders, and the complexity of certifying fisheries on sustainability criteria. It also outlines management decisions to meet at least some of the challenges: improved transparency and engagement with stakeholders, new governance structures and certification methodologies. For the learning objectives, the participants should: (1) see the challenges associated with the certification of sustainable business practices (in general and... »

City Water Tanzania

30 June 2007 | Cases | Resources

Case Abstract The first part of the case examines how the Tanzanian government intends to address a pressing deterioration in the infrastructure and services of Dar es Salaam’s Water and Sewerage Authority (DAWASA). The decision process unfolds in the spring of 2002, on the heels of the Cochabamba uprising and increasing dispute over the involvement of the World Bank and the International Finance Corporation (IFC) in other water development projects in Ghana, Mauritania and South Africa. Part B describes Tanzanian government’s privatization of DAWASA. It details the terms of the lease contract with an international operator, City Water, discussing the alternatives that were considered and discarded, the bidding process, and the roles and motivations of the parties. Part... »