Aiming Toward a Hydrogen Economy: Icelandic New Energy Ltd.

30 June 2005 | Cases | Energy, Mobility

Case Abstract In June 2004, Icelandic New Energy (INE) Limited, a research and development consortium based in Reykjavik, Iceland, is considering what future direction to take.  The two-person team made up of Jon Björn Skúlason and María Hildur Maack have met their first major goal — the installation of the world’s first commercial hydrogen filling station and the coordination of a public transport test project involving the operation of three hydrogen fuelled city buses.  The company was founded with the overall objective of, “investigating the potential for eventually replacing the use of fossil fuels in Iceland with hydrogen-based fuels and create the first hydrogen society in the world.” Working towards the goal of self-sufficiency from fossil fuels, Icelandic... »

Catamount Energy and the Glebe Mountain Windfarm: Clean Energy vs. NIMBY

30 June 2005 | Cases | Energy

Case Abstract The case presents the arguments both pro and against wind generated electricity, or turbine wind farms. The environmental and economic arguments made in favour of this alternative energy source discuss (1) wind power does not generate water or air emissions, or hazardous waste, does not impact riverways; and (2) once installation costs have been accounted for, the costs of fuel, in this case wind, is free. Critics, in turn, point to (1) the variability in wind energy, which has a 30%-40% efficiency level due to shifts in nature, (2) the high costs of turbines and installation when compared to natural gas powered plants of equivalent scale, (3) the high level of state subsidies to support this... »

Mobility Car Sharing: From Ecopreneurial Start Up to Commercial Venture

Case Abstract This case describes the development of a social entrepreneurial venture from its co-operative self-help roots in 1987 until 2002. It examines the choices confronted by the Swiss entrepreneurs who have started car-sharing. Consisting of 5 separate parts, the case highlights different managerial issues in each section. The case could be used to highlight the difficulties environmental niche players face when moving into the mass market.... »

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.  ... »