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Case Studies by Filipe Santos

17 case studies

by Publication Date
published: 26 Feb 2013

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Abstract:
Case A describes the creation and growth of Nuru Energy. Starting from nothing, the founder 'bootstraps' a social venture with the goal of providing affordable and effective lighting solutions for 800 million people without access to the electricity grid in sub-Saharan Africa and India. The case narrates the challenges involved in developing a social enterprise with a dual aim of turning a profit and making a social impact. It focuses in particular on the financial challenge and provides a context to discuss difference financing options and their implications. It looks at the different business model alternatives - market-based and donor-based. The central theme is to assess the merits and drawbacks of the different funding alternatives. Case B is an update that explains what financing option the founder chose and its implications. It sets the stage for a discussion about trade-offs in the geographical expansion of social ventures. to access case videos and other support material.

Pedagogical Objectives:
The teaching objectives are for students to: - understand the emerging and diverse field of social investment (from donors to impact investors) - realise the importance of a sustainable business model and how it can be developed - discuss the role of the social entrepreneur, how to achieve focus and avoid burn-out

Keywords:
Energy, Entrepreneurship, Sustainability, Social Impact, Social Entrepreneurship, Hybrid Organizations, Africa, Impact Investing

Prizes won:
- Winner of 2012 EFMD Case Writing Competition, African Business Cases Category
- Runner Up of 2012 oikos Case Writing Competition, Social Entrepreneurship Category

Related:

published: 26 Feb 2013

Show details ...

Abstract:
Case A describes the creation and growth of Nuru Energy. Starting from nothing, the founder 'bootstraps' a social venture with the goal of providing affordable and effective lighting solutions for 800 million people without access to the electricity grid in sub-Saharan Africa and India. The case narrates the challenges involved in developing a social enterprise with a dual aim of turning a profit and making a social impact. It focuses in particular on the financial challenge and provides a context to discuss difference financing options and their implications. It looks at the different business model alternatives - market-based and donor-based. The central theme is to assess the merits and drawbacks of the different funding alternatives. Case B is an update that explains what financing option the founder chose and its implications. It sets the stage for a discussion about trade-offs in the geographical expansion of social ventures. to access case videos and other support material.

Pedagogical Objectives:
The teaching objectives are for students to: - understand the emerging and diverse field of social investment (from donors to impact investors) - realise the importance of a sustainable business model and how it can be developed - discuss the role of the social entrepreneur, how to achieve focus and avoid burn-out.

Keywords:
Energy, Entrepreneurship, Sustainability, Social Impact, Social Entrepreneurship, Hybrid Organizations, Africa, Impact Investing

Prizes won:
- Winner of 2012 EFMD Case Writing Competition
- Runner Up of 2012 oikos Case Writing Competition, Social Entrepreneurship Category

Related:

published: 28 Jan 2013

  • Topic: Entrepreneurship
  • Region: Asia

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Abstract:
The case focuses on Gram Vikas, an organisation that develops comprehensive water and sanitation systems in rural villages in India. It describes the story and development of Gram Vikas, and focuses on the challenges of scaling up social innovations by transferring them to other organisations, a common challenge in any innovation process.

Pedagogical Objectives:
The case conveys the central elements of the very distinct management approach of the Indian social entrepreneur, based on the notions of empowerment of the beneficiaries and sustainability of the solutions provided. The case thus allows students to understand the essence of social entrepreneurship and its distinctiveness when compared to commercial entrepreneurship or charity work.

Keywords:
Social Entrepreneurship, Social Innovation, Replication, Strategies for Social Sector Organizations, Business Model Innovation, Empowerment, Rural Development

published: 30 Sep 2009

  • Topic: Strategy
  • Industry: technology and education
  • Region: Global

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Abstract:
Case A describes how Rodrigo Baggio in 1995 developed the first computer and citizen schools in Brazil to address the problem of digital exclusion. By 2005 the CDI network included almost 1,000 schools throughout Latin America. However, with the rapid growth came quality control problems and organisational complexities. In addition there was increasing competition from the government and from the private sector. Rodrigo and his team needed to re-assess the positioning of CDI while grappling with the complexities of managing a large network-based organisation. Case (B) continues CDI’s story and presents the challenges that Rodrigo and his team faced in 2008 and are still dealing with at present. There are now 80,000 privately run cybercafés and 6,000 government Telecentros in Brazil. The CDI team needs to develop new mechanisms for improving the sustainability of the CDI network and empowering the network members. They also need to rethink CDI’s added value to society in the context of an increasingly crowded market with competing solutions.

Pedagogical Objectives:
The key goal is to help students understand how to apply the concept of strategy to a social sector organisation. The learning applies to any values-based organisation that needs to identify its distinctive assets and capabilities for the strategy-making process. The take-away is how to re-define the market positioning and adopt measures that reinforce the organisation?s distinctive assets, and avoid erosion of its core values. Secondary goals are to: - redefine mission to avoid overlap with government and private-sector programmes (case B) - develop sensitivity to the need to use financial and accounting information for the strategy development process in social-oriented organisations - discuss social entrepreneurship challenges (business model innovation, scaling up strategy)

Keywords:
Social Entrepreneurship, Social Innovation, Digital Exclusion, Managing Ngos, Strategy in Values-Led Organizations, Business Model Innovation, Scaling up Social Innovations, Youth Empowerment

Related:

published: 30 Sep 2009

  • Topic: Responsibility
  • Industry: Microfinance
  • Region: Global

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Abstract:
The Mexican microfinance bank Compartamos Banco took the industry by surprise in 2007 with a successful IPO that valued the bank at more than US$ 1 billion. Although it was not the first listing of a microfinance organisation, the 10,000% rate of return for the initial investors and managers created controversy as many believed that these returns were possible because of the high interest rates charged to poor borrowers. This controversy divided the microfinance industry and still rages today. The case tells the story of Compartamos and its IPO, and outlines the different arguments from both sides, setting the scene for a lively debate-style session..

Pedagogical Objectives:
The case uses the Compartamos debate as a basis to discuss the effectiveness of social vs. commercial enterprise models in addressing societal problems on a global scale. Based on the case, students are asked to take a position on the following:

Keywords:
Microfinance, Poverty Alleviation, Debate, Banking, Social Business, Corporate Responsibility

published: 30 Jun 2009

  • Topic: Entrepreneurship
  • Industry: Internet and Microfinance
  • Region: Global

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Abstract:
The case describes the launch, growth and current challenges of two innovative ventures in the nascent social lending market. It shows how these organisations are using the concept of online micro lending to eradicate poverty. While operating in the same market space, the two companies have fundamentally different business models: Kiva is based on good-will while MYC4 is based on market incentives. Which model is more likely to succeed?

Pedagogical Objectives:
The case introduces the concept of business model design in new ventures that are establishing new markets. It explores the origins of business model innovations and how such models are designed. It also discusses their scalability and sustainability by comparing two very different business model designs for a similar value proposition. The secondary teaching goals are to illustrate two different modes of venture launch (emergent vs. analytical) and to provide an understanding of the microfinance industry and its innovations.

Keywords:
Person-To-Person Lending, Social Entrepreneurship, Nascent Market, Business Model Innovation, Microfinance, Business Model Design, Venture Creation, Social Business

published: 30 Apr 2009

  • Topic: Strategy
  • Industry: technology and education
  • Region: Global

Show details ...

Abstract:
Case A describes how Rodrigo Baggio in 1995 developed the first computer and citizen schools in Brazil to address the problem of digital exclusion. By 2005 the CDI network included almost 1,000 schools throughout Latin America. However, with the rapid growth came quality control problems and organisational complexities. In addition there was increasing competition from the government and from the private sector. Rodrigo and his team needed to re-assess the positioning of CDI while grappling with the complexities of managing a large network-based organisation. Case (B) continues CDI’s story and presents the challenges that Rodrigo and his team faced in 2008 and are still dealing with at present. There are now 80,000 privately run cybercafés and 6,000 government Telecentros in Brazil. The CDI team needs to develop new mechanisms for improving the sustainability of the CDI network and empowering the network members. They also need to rethink CDI’s added value to society in the context of an increasingly crowded market with competing solutions.

Pedagogical Objectives:
The key goal is to help students understand how to apply the concept of strategy to a social sector organisation. The learning applies to any values-based organisation that needs to identify its distinctive assets and capabilities for the strategy-making process. The take-away is how to re-define the market positioning and adopt measures that reinforce the organisation’s distinctive assets, and avoid erosion of its core values. Secondary goals are to: - redefine mission to avoid overlap with government and private-sector programmes (case B) - develop sensitivity to the need to use financial and accounting information for the strategy development process in social-oriented organisations - discuss social entrepreneurship challenges (business model innovation, scaling up strategy)

Keywords:
Social Entrepreneurship, Social Innovation, Digital Exclusion, Managing Ngos, Strategy in Values-Led Organizations, Business Model Innovation, Scaling up Social Innovations, Youth Empowerment

Related:

published: 21 Mar 2008

  • Topic: Entrepreneurship
  • Industry: Online Travel
  • Region: Europe
published: 18 Feb 2008

  • Topic: Entrepreneurship
  • Industry: Online Travel
  • Region: Europe

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Abstract:
Please refer to part A for the abstract

Keywords:
Business Model, Valuation of Ventures, Business Angel Funding, Venture Team Conflicts, Managing Partnerships, Business Plan Analysis, New Venture Adpatation

Related:

published: 18 Feb 2008

  • Topic: Entrepreneurship
  • Industry: Online Travel
  • Region: Europe

Show details ...

Abstract:
Please refer to part A for the abstract

Keywords:
Business Model, Valuation of Ventures, Business Angel Funding, Venture Team Conflicts, Managing Partnerships, Business Plan Analysis, New Venture Adpatation

Related:

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