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Case Studies by Luk Van Wassenhove

114 case studies

by Publication Date
published: 27 Aug 2012

  • Topic: Entrepreneurship
  • Industry: Agricultural Production, Crops
  • Region: Asia

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Abstract:
The Vayugrid case study encourages students to develop their own understanding of the economic, political and social dimensions that define this entrepreneurial venture in rural India. It clarifies the importance of embedded innovation in developing a suitable business model to leverage a fragmented supply chain.

Pedagogical Objectives:
The case highlights how:(1)producer-consumer communities stimulate local wealth creation to ensure supply and demand are met, 2) aggregation of demand and supply-side communities enables economies of scale, (3)leveraging a fragmented supply chain redraws the profit pool and permits economies of scale,(4)incentivisation can be built into the system to ensure the longer-term sustainability of the supply-and-demand-driven network.

Keywords:
Supply Chain, Agribusiness, Social Capital, Biofuels, Energy, Smallholders, India

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published: 27 Aug 2012

  • Topic: Entrepreneurship
  • Industry: Agricultural Production, Crops
  • Region: Asia

Show details ...

Abstract:
The Vayugrid case study encourages students to develop their own understanding of the economic, political and social dimensions that define this entrepreneurial venture in rural India. It clarifies the importance of embedded innovation in developing a suitable business model to leverage a fragmented supply chain.

Pedagogical Objectives:
The case highlights how: (1)producer-consumer communities stimulate local wealth creation to ensure supply and demand are met, (2)aggregation of demand and supply-side communities enables economies of scale, (3)leveraging a fragmented supply chain redraws the profit pool and permits economies of scale, (4)incentivisation can be built into the system to ensure the longer-term sustainability of the supply-and-demand-driven network.

Keywords:
Supply Chain, Agribusiness, Social Capital, Biofuels, Energy, Smallholders, India

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published: 25 Jun 2012

  • Topic: Responsibility
  • Industry: Logistics
  • Region: Global

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Abstract:
Agility has deployed its logistics expertise and capacities in over 20 disaster relief operations. During the last four years, the corporate CSR team has set up and constantly adapted Agility’s disaster relief programme. It is based on three main pillars: (1) improving Agility’s capacities for the Humanitarian & Emergency Logistics Programme and creating internal support structures, (2) fostering bilateral partnerships with humanitarian organizations, and (3) reinforcing collaboration with the Logistics Emergency Teams. Catching up with the latest relief operation, Frank Clary, Senior Manager for Corporate Social Responsibility, reflects on the company’s learning journey.

Pedagogical Objectives:
This case lays the foundation for a discussion of corporate disaster relief operations and their embeddedness in a broader corporate social responsibility strategy. Teaching topics can include: structuring CSR activities and integrating a disaster relief programme into a broader CSR strategy, the role of a corporate CSR team in supporting a disaster relief programme, managing bilateral cross-sector partnerships and multi-company, integrative partnerships, as well as analyzing CSR-related learning processes.

Keywords:
Corporate Social Responsibility, Disaster Relief, Cross-Sector Partnerships, Learning, Humanitarian Relief, Structuring Csr

published: 29 Mar 2012

  • Topic: Operations
  • Industry: Humanitarian sector
  • Region: Global

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Abstract:
Managing projects in decentralised organisations is challenging. IHO is a medium-sized international humanitarian organisation. To improve fleet management in IHO, the goal is to implement vehicle tracking technology. A successful pilot project is followed by a failed rollout. The case examines the managerial and organisational issues affecting the project’s performance.

Pedagogical Objectives:
1. Examine the challenges of project management in a decentralised (humanitarian) organisation operating in an atypical (developing world) context. 2. Highlight the managerial issues affecting a project rollout involving two parties (the logistics function and relief and development programmes in the field) with diverging objectives. 3. Provide a basis for discussion on the transfer of best (management) practices between the humanitarian and private sectors.

Keywords:
Project Management with Uncertainty, Decentralised Decision-Making, Humanitarian Logistics, Fleet Management, Operations in Emerging Economies, Performance Measurement

published: 31 Oct 2011

  • Topic: Responsibility
  • Industry: Energy
  • Region: Global

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Abstract:
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

Pedagogical Objectives:
This case demonstrates how the dynamics of stakeholder activism and influence have changed as a consequence of the emergence of stakeholder-controlled media. These follow different rules and objectives from conventional news media, and their influence on management strategies may be decisive. Participants should gain awareness of the operating principles of these new forces, and how they impact corporate social responsibility in particular.

Keywords:
Bp, Beyond Petroleum, Greenpeace, Financial Times, Arctic National Wildlife Reserve, Corporate Social Responsibility, Environmentalism, Climate Change, Corporate Governance, Board Process and Remuneration at the Top

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published: 31 Oct 2011

  • Topic: Responsibility
  • Industry: Energy
  • Region: Global

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Abstract:
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

Pedagogical Objectives:
This case demonstrates how the dynamics of stakeholder activism and influence have changed as a consequence of the emergence of stakeholder-controlled media. These follow different rules and objectives from conventional news media, and their influence on management strategies may be decisive. Participants should gain awareness of the operating principles of these new forces, and how they impact corporate social responsibility in particular.

Keywords:
Bp, Beyond Petroleum, Greenpeace, Financial Times, Arctic National Wildlife Reserve, Corporate Social Responsibility, Environmentalism, Climate Change, Corporate Governance, Board Process and Remuneration at the Top

Related:

published: 31 Aug 2011

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Abstract:
Case A describes how a couple who lost a child create a social venture - the Max Foundation - by applying sound business principles to maximize the impact per-euro-spent. Case B discusses the growth challenges facing the organisation today. Combining strategic, organisational and marketing topics, the case is well-suited for use as an exercise in integrative and inter-disciplinary business modeling. A wealth of supporting materials for instructors is available, including three videos and other background sources.
In addition to a comprehensive teaching note, this suite of cases is richly documented with range of supplementary materials including videos and reports.

Pedagogical Objectives:
To make students familiar with the concept of business models for social ventures and explain the key decisions and activities within the business model. To recognise different opportunities for business model innovation by social ventures, and to identify concepts and tools from the business world that can be used in the humanitarian sector.

Keywords:
Business Model Innovation, Social Ventures, Scaling, Return on Investment, Not-For-Profit, Bangladesh, Innovation, Water and Sanitation

Related:

published: 31 Aug 2011

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Abstract:
Case A describes how a couple who lost a child create a social venture - the Max Foundation - by applying sound business principles to maximize the impact per-euro-spent. Case B discusses the growth challenges facing the organisation today. Combining strategic, organisational and marketing topics, the case is well-suited for use as an exercise in integrative and inter-disciplinary business modeling. A wealth of supporting materials for instructors is available, including three videos and other background sources.

Pedagogical Objectives:
To make students familiar with the concept of business models for social ventures and explain the key decisions and activities within the business model. To recognise different opportunities for business model innovation by social ventures, and to identify concepts and tools from the business world that can be used in the humanitarian sector.

Keywords:
Business Model Innovation, Social Ventures, Scaling, Return on Investment, Not-For-Profit, Bangladesh, Innovation, Water and Sanitation

Related:

published: 22 Jul 2011

  • Topic: Responsibility
  • Industry: Logistics
  • Region: Middle-East

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Abstract:
In response to the Gaza crisis in 2008/9, the global logistics company Aramex decided to use its core competencies for a humanitarian relief campaign and deliver donated items to people in need. Consequently, Aramex had to quickly develop a suitable communication strategy to call for donations, select collection points, clear the goods, pack them in Aramex’s warehouses, and, finally, for how to send them to Gaza. To ensure that the donations reached their destination, Aramex partnered with the Jordan Hashemite Charity Organization (JHCO) in Jordan and the Red Crescent in the United Arab Emirates.

Pedagogical Objectives:
This case lays the foundation for discussion of corporate humanitarian relief campaigns and their embeddedness in a broader CSR strategy. More precisely, the key teaching topics include the drivers for CSR, the integration of a social policy into the company, and the concrete planning and implementation of a relief campaign. Major lessons learnt include the areas of coordinating business and social activities, managing volunteer work, working with corporate and charity partners, and using social media to leverage the campaign.

Keywords:
Corporate Social Responsibility, Global Corporate Citizenship, Humanitarian Relief, Cross-Sector Partnership, Disaster Relief

Prizes won:
- Runner Up for 2011 Oikos Case Writing Competition, Corporate Sustainability Category

published: 20 Apr 2011

  • Topic: Responsibility
  • Industry: Health and pharmaceutical
  • Region: Global

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Abstract:
This case examines how the European pharmaceutical company Tibotec, part of J&J, engaged in a partnership with the International HIV/AIDS Alliance, an established NGO in Uganda. The case presents the learning that arises from this partnership, both for the private company and for the NGO.

Pedagogical Objectives:
To provide an illustration of a European company looking to develop partnerships on the African continent, the challenges involved when a private company exposes itself to the uncertain NGO world, and what both parties learn from the experience.

Keywords:
Cross-Sector Partnerships, Developing Countries, Capacity Building, Organisational Learning, Csr, Ngos, Private Sector, International Corporate Voluntering Programmes

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