Coming to Fruition: Fresh Truck Aims to Increase Food Access in Boston

Abstract

Founded in 2013 in Boston, Massachusetts, Fresh Truck is a mobile fresh produce market focused on increasing access to fresh produce and nutrition education in Boston’s low-income neighborhoods. Fresh Truck is a non-profit social enterprise that earns revenue through the sale of fresh produce in various Boston neighborhoods. It has become a key part of Boston’s food access ecosystem, which includes health care centers, the City of Boston, and other non-profit organizations. To date, Fresh Truck has attracted funding through a business plan competition, a Kickstarter campaign and grants that have helped to launch two trucks serving its mission. However, to expand, Fresh Truck faces a number of key management, logistical and operational challenges that affect its economic sustainability and thus its mission. These challenges relate to customer acquisition and retention, finding time to grow, inventory control, parking issues, and measuring impact. Josh Trautwein, co-founder and executive director of Fresh Truck, must make decisions to navigate these challenges and continue daily operations as he develops and executes a strategy for growing the enterprise and helping to solve food access issues in Boston. What should Josh do to chart a course through these challenges so that Fresh Truck can earn revenue and meet its social mission?

AuthorsNardia Haigh, Anya Weber & Jennie Msall
InstitutionUniversity of Massachusetts Boston, USA
Competition Year2017
PlaceSecond Prize
TrackSustainable Entrepreneurship
Key WordsCSR, Socially Responsible Investing, Environmental Performance, Social Performance
CoursesSustainable Finance, Strategic Management, Finance, Business Sustainability, Business and Society, or Environmental Entrepreneurship
Target AudienceMBAs, Undergraduates
Permission rightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikos-international.org.
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posted June 19, 2017

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New Report: Digital Economy and Sustainability

Digitalization – the increased use of information and communication technologies (ICT) – is affecting all areas of our lives. Rapid progress in the development of hardware and software is steadily moving us towards a fully-digital society.

The ways how we learn, communicate, and consume are cases in point. Applications and devices make it “easier” (in inverted comma, because sometimes technology makes things more complicated or confusing) to do routine work or to stay in contact with each other. Many of them have already become so embedded in our daily experiences that it is hard to imagine living without them. Instant e-mail delivery, navigating with online maps, and an internet at our fingertips, available 24/7, has become second nature to us. The increased use of digital technologies to transfer money, to hail a taxi or to control energy consumption provides an illustration.

The impact of digitalization on our lives is profound. A typical day in the internet today comprises 2.3 billion GB of web traffic, 152 million Skype calls, 207 billion e-mails sent, 36 million purchases on Amazon, 8.8 billion videos watched on Youtube, and 4.2 billion Google searches.  The speed with which digital technologies continue to make inroads into societies is constantly on the rise. And the lines between the old economy and a new digital one are becoming increasingly blurred.

Against this background, Christoph Rappitsch explores the opportunities and risks of the digital economy for a broad sustainability agenda and thus for people, communities and the planet in the first oikos Associate Report.  Enjoy the read!

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posted May 10, 2017

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Smart Cities: The Link between Housing, Mobility and Energy

On November 15, oikos Alumni came together for the fifth Alumni Debate  in Zurich, Switzerland. The developments on the intersection of urbanization and digitalization were at the center of the debate.

Because the way we live in cities is drastically changing, oikos Associate Christoph Rappitsch chose the rubric Smart City as the vantage point of the discussions. What are the innovative technologies which will rebuild the foundations of housing, mobility and energy and form Smart Cities?

To discuss the different aspects of Smart Cities a handful of oikos Alumni joined him as panelists in the discussion:

Annette Kern Ulmer (Head Strategic Projects, ewz; oikos St. Gallen)
Ronny Kaufmann (CEO, SwissPower; oikos St. Gallen)
José Ibarra (Independent consultant; oikos Lausanne)

The debate started with a discussion on how much technology is needed for our homes to save energy and how much could and should be done with analog methods, e.g. turning down the heat and switching off lights. Even though the panelists all work in the energy industry that is under heavy pressure to implement the newest technology, points of view on the matter diverged. Expectedly, the argument emerged that we need technology, if only to remind and “nudge” us to live more sustainably. On the other side, technology would need agents who are aware of their actions and act responsibly. And to put it quotable, the most important aspect of a Smart City are Smart People.

The discussion then moved into the technical realm: how should and could houses be designed? The best solution, it emerged, would be a combination of the newest measuring tools for energy and electricity, together with smart design and materials, which are able to keep the house cool or warm without additional energy input.

The next big topic covered was mobility. The discussion centered around how technology can improve the situation from an environmental perspective: reducing emissions by car sharing; reduce inefficiencies via smart mobility apps; make traffic more efficient in cities via navigation tools; making the use of existing infrastructure more convenient.

The last topic covered was the role policy makers should play in the transformation to a Smart City. They should offer incentives for creating a sustainable infrastructure (solar panels, loading stations for e-cars, financial support for efficient buildings, etc.) and should foster the change towards a more sustainable way of living in a city.

The debate could be watched live on Facebook, where it is still available on our page. We thank again to the panelists and all the participants (offline or online), who joined us for this debate.

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posted December 1, 2016

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Smart Cities – Really Smart or Just Digital?

oikos Alumni Debate on “Smart Cities” announced

The way we live in cities is drastically changing. Under the rubric Smart City innovative technologies rebuild the foundations of housing, mobility and energy. That’s why oikos Associate Christoph Rappitsch has chosen the future of urban living as one research focus. In just a few weeks, on November 15, he will moderate a panel of distinguished oikos alumni in Zurich.

Indeed, the future of cities seems bright: In our homes, smart devices automatically turn off for the purpose of energy preservation. Within the smart grid, power station produce and store green energy and cut emissions, while smart meters meticulously collect client data and let energy producers optimize their supply. Electric cars communicate with each other to reduce traffic jams and accidents, while at night they function as big, mobile batteries for the grid.

In spite of all the great promises of Smart Cities, one should not forget the potential drawbacks. Could life in a Smart City lead to a lack of privacy and 24/7 surveillance? Would hackers be able to control whole power stations and cause a blackout for days? And what about the environmental impacts of constantly updating the soft- and hardware components of the smart infrastructure? And where are the opportunities for the city to become smart – and not just digital?

These questions will be the vantage point of the upcoming alumni debate. To discuss the opportunities and drawbacks of Smart Cities we are delighted to host the following oikos Alumni as panelists:

Annette Kern Ulmer (Head Strategic Projects, ewz; oikos St. Gallen)
Ronny Kaufmann (CEO, SwissPower; oikos St. Gallen)
José Ibarra (Independent consultant; oikos Lausanne)

Moderation:
Christoph Rappitsch (oikos Associate on Digital Economy and Sustainability; oikos Vienna)

Time, data and place: November 15, 2016 at 6pm at LGT Venture Philanthropy, Zurich. To register click here.

For questions email Christoph Rappitsch.

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oikos International

posted October 27, 2016

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The Rise of a New Industry: Business Model Innovation at the Intersection of Energy and Mobility

Abstract

Cofely, a large international technical services provider, is observing important changes at the fringes of its industry. Two industries that have experienced pressure towards being more environmentally responsive in the past, the automotive industry and the energy industry, are converging due to the emergence of electric cars. The Dutch subsidiary of Cofely is therefore searching for new business models at the intersection of energy and e-mobility. In the Netherlands, a front runner of sustainable mobility, firms and other stakeholders are increasingly identifying the essential role electric vehicles can have for a balanced and sustainable energy system in the future. This new industry at the intersection of energy and e-mobility is developing at a fast rate, with innovative start-ups as well as existing firms establishing themselves across a new, not yet clearly defined, value chain. This value chain is highly integrated via ICT and stretches from energy production on the one end of the spectrum to mobility services on the other. Cofely wants to become pioneer in this new industry and particularly see how it can position itself with a new business model building on its core competences.

AuthorsRené Bohnsack and Pico van Heemstra
InstitutionCatólica Lisbon School of Business and Economics, Portugal, and Amsterdam University of Applied Sciences, Netherlands
Competition Year2016
PlaceSecond Prize
TrackCorporate Sustainability
Key WordsSustainable business models, e-mobility, utilities, smart grid
CoursesStrategic management, innovation management
Target AudienceMBAs, MSc students
Permission rightsThis case will be published at the Case Centre shortly. You can download an inspection copy below.
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oikos International

posted June 27, 2016

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Communauto: A Big Idea for a Big Market

Abstract

The Communauto case examines a carsharing company headquartered in Montreal, Quebec, Canada. The case focuses primarily on Communauto’s CEO, Benoit Robert, and covers the company’s evolution and emergence as a standard-bearer for the carsharing concept in North America. Whereas many social entrepreneurship cases focus on translating a ‘concept’ into a sustainable enterprise, this case is different in that Communauto is already established and financially viable. Thus, students examine how the founder can build on his success and continue to pursue his ambitious goal of significantly reducing private car ownership in order to minimize the environmental burden of personal transportation.

At the center of the analysis is the tension that underlies this successful carsharing venture. On the one hand, like any other entrepreneur, Benoit wants to grow his organization and increase its membership. On the other, he is a social entrepreneur steadfastly committed to reducing the environmental impact of individual transportation by changing driving behavior through carsharing. Meeting these objectives is challenging because, even though many North Americans are aware of carsharing as a phenomenon, the majority misunderstand the concept, and in particular, its economic appeal for many urban car owners.

In this case, students assess an organization’s accomplishments using not just economic criteria but also the normative aspirations of its founder, which are more social in nature. In doing so, students will analyze how Communauto is faring and address the founder’s core concern: how to position Communauto to continue attracting and retaining members while simultaneously leading them towards environmentally preferable transportation choices?

Authors: Raymond Paquin, Dror Etzion, James Povitz and Benjamin Gruber
Institution: Concordia University and McGill University
Competition Year2014
Place1st place
TrackSocial Entreprenuership
Key WordsSustainability; Social Enterprise; Sharing Economy; Carsharing; Triple Bottom Line; Environmental Impact; Consumer Pricing
CoursesSustainable Strategy, Social Entrepreneurship
Target AudienceMBAs, advanced undergrads
Purchase InformationThis case is available at the Case Research Journal. Please contact the authors, Raymond Paquin for permission rights.
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oikos International

posted June 26, 2014

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Better Place: Shifting Paradigms in the Automotive Industry

Case Abstract 

In a bold bid to dramatically reshape the automotive industry, start-up company Better Place is attempting to shift transportation from reliance on the environmentally destructive internal combustion engine to electric power from renewable sources.  In order to overcome the limitations of current technology and utilize off-the-shelf hardware, Better Place is rolling out an extensive infrastructure to provide ubiquitous charging opportunities in the hope that this would satisfy virtually all driver requirements.

In pursuing this massive transformation, Better Place is promoting a paradigm shift in the business model for personal transportation, by shifting sales from products (cars and gasoline) to services, by selling its customers “miles”.  The end goal is to truly make the world a better place by substantially reducing the environmental and social impacts of the transportation sector’s reliance on petroleum.

The case highlights the challenges of transforming a mature industry which is central to modern society.  It includes a brief history of the automotive industry to date, illustrates various unintended consequences of its expansion, as well as provides overviews of various competing automotive technologies (hybrids, hydrogen fuel cells, etc.)

The case surveys the various aspects of the Better Place model, and probes its advantages and shortcomings.  It also examines the Better Place rollout strategy, as an upstart entrepreneurial company attempting to grow and expand internationally at a very rapid pace. Besides a complex economic business model specifying large upfront investments in multiple dispersed international locations, key challenges include: How to convince established automotive producers (or newcomers) that EVs are the way forward? Whether and how to coordinate infrastructure and standards?  And, not least, how to convince consumers to make the leap of faith and switch to an electric car.

Authors: Dror Etzion, Jeroen Struben
Institution: McGill University, Canada
Competition Year2011
Place1st place
TrackSocial Entrepreneurship
Key WordsSustainability, Environmental management, Better Place, Automotive industry, Transportation, Electric car, Energy
CoursesStrategy, Business and Sustainability, Technology Entrepreneurship
Target AudienceMBA, MS, MA, EMBA
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org
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oikos International

posted June 30, 2011

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Business Model Innovation by Better Place: A Green Ecosystem for the Mass Adoption of Electric Cars

Case Abstract

Shai Agassi started Better Place with the ambition of setting up an ecosystem – including a ‘smart grid’ of charging stations and battery swapping facilities – for electric vehicles. These charging stations were to be powered by electricity generated from renewable sources to eliminate indirect emissions due to the operation of electric cars. Better Place also partnered with governments, parking lot operators, and companies to install charging stations. This ecosystem was expected to eliminate the barriers to the mass adoption of electric cars for personal transportation. This case discusses the innovative business model of Better Place, which proposed to offer transportation services to consumers through miles per month subscription plans, with the cost of the electric car being subsidized based on the tenure of the plan.

The software used in the electric cars, which was designed and developed by Better Place, provided the information necessary for the drivers. The company, which positioned itself as a ‘premier global provider of electric vehicle services’, was able to raise US$ 200 million by convincing a few investors. It tied up with select automakers to manufacture cars which would be compatible with its charging infrastructure and battery swapping facilities. It also received support from the regulatory authorities in Israel, Australia, Denmark, Japan, and some states of the United States and Canada. However, it remained to be seen whether the proposed ecosystem and business model would encourage widespread adoption of electric vehicles, reduce the dependence on fossil fuels, and contain the levels of environmental pollution. While the company intended to make the world a better place by accelerating the transition to sustainable transportation, was its business model sustainable in the long run?

Authors: Ramalingam Meenakshisundaram, Besta Shankar
Institution: ICMR Center for Management Research, India
Competition Year2010
Place3rd Place
TrackCorporate Sustainability
Key WordsBetter Place, Social Entrepreneurship, Start-up, Electric Cars, Sustainable Transportation Services, Smart Grid, Clean Technology, Renewable Energy, Lithium Ion Batteries, Hybrid Electric Vehicles, Plug-in Hybrid, Greenhouse Gas Emissions, Environmental Pollution, Subscription Plan, Automobiles
CoursesInnovation, Entrepreneurship, Strategic Management, Economics, Business Environment
Target AudienceMBA, MS, MA, EMBA
Permission RightsThis case is available for purchase from the Case Centre (310-147-1). This case is also part of the oikos Case Collection book (Volume 2): Case Studies in Social Entrepreneurship and Sustainability published by Greenleaf.
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posted June 30, 2010

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Aiming Toward a Hydrogen Economy: Icelandic New Energy Ltd.

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 New Energy Ltd. was set up in 1999 by the Icelandic consortium Vistorka and three major partners each contributing a part to the testing — Royal Dutch Shell (the refuelling stations), Norsk Hydro (the electrolysis technology to make the hydrogen) and DaimlerChrysler (fuel cell vehicles using hydrogen as fuel). The shareholder agreement was set to expire in 2005.  With all of the major activities being outsourced and contracted, Jon Björn, general manager, and María, environmental manager, wondered how they could keep the company as a going-concern in order to move Iceland to a hydrogen powered economy — a feat that could take more than 15 years. INE’s contributions were to the environment and society, and a sustainable business model was not immediately evident.

Authors: Pratima Bansal, Ken Mark, Mitchell Jordan
Institution: Ivey School of Business, Canada
Competition Year2005
PlaceFinalist
TrackCorporate Sustainability
Key WordsIndustry Analysis, Management in a Global Environment, Strategic planning, Iceland, Hydrogen, Fuel
CoursesInternational Management, Technology, Global Environment of Business, Non-Profit Management, Business and Society
Target AudienceMBA/MS Level Program
Permission RightsThis case is available for purchase from Ivey Publishing (9B05M001).
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oikos International

posted June 30, 2005

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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.

Author: Kai Hockerts
Institution: INSEAD, France
Competition Year2003
Place1st place
Key WordsCar Sharing, Entrepreneurial Venture, Growth Strategy, Mass Market
CoursesEnvironmental Sustainability and Competitive Advantage, Social Entrepreneurship
Target AudienceMBA students
Permission RightsThis case is part of the oikos Case Collection book (Volume 1): Case Studies in Sustainability Management and Strategy published by Greenleaf.
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oikos International

posted June 30, 2003

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