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Publications

Jari Cellulose S.A.

30 June 2003 | Cases | Strategy

Case Abstract   It is early 2001 in Brazil and Grupo Orsa has purchased Jari Celulose. By doing so, the group has assumed US$ 415 million in debt that has to be repaid over 11 years, following a preestablish agreement with creditors bank. Jari faces major problems in terms of unstable pulp production, high energy costs, decreasing international pulp prices, and a series of financial losses throughout its 20 years of existence. Jari also faces serious environmental and social issues that stem from its very existence.   Readers are left to consider the strategic direction that Sr. Sardinha, the new CEO of Jari Celulose, might take to turn the venture around. The successful implementation of such strategic plan... »

Environmental Product Differentiation by the Hayward Lumber Company

30 June 2003 | Cases

Case Abstract   The case traces the greening of Hayward Lumber Company, a family-owned company based in California. As an initial step toward serving an environmentally focused market niche, the firm began selling Forest Stewardship Council (FSC) Certified Lumber to meet a growing demand for green building materials in California’s central coast market. The company found that while supplying FSC wood afforded entry into the green builder market, horizontal expansion into higher margin green building materials created a greater opportunity for revenue enhancement. The case details competing certification standards, and the components of Hayward’s environmental strategy. The case closes with descriptions of several propositions for strategic growth of the firm, to reach stated environmental and sales goals.  ... »

Benziger Family Winery

30 June 2003 | Cases | Consumption, Management

Case Abstract Matt Atkinson, Ranch Manager at Benziger Family Winery, was overseeing the development of the winery’s environmental management system (EMS). Matt was working with Chris Benziger, Partner and National Sales Representative to ensure that development of the EMS was consistent with Benziger’s operational and strategic direction. It was February, 2003 and Matt and Chris had already invested countless hours in the EMS. Matt believed that considerable progress had been made on Benziger’s EMS. They had developed a formal environmental policy, identified and prioritized their environmental aspects and established objectives and targets. However, there were still many steps to be carried out in establishing a full-fledged EMS. Further development would require time consuming efforts in writing ‘standardised operating... »