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Responsibility

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published: 26 Aug 2016

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Abstract:
When a Greenpeace campaign to boycott PVC products seemed to spell disaster for Hydro Polymers, it embraced the challenge and embarked on a drive for sustainability using The Natural Step framework. The strategy was maintained after Hydro was acquired by INEOS, and ultimately led to significant changes throughout Europe's PVC industry. The case shows how positioning sustainability as a business opportunity rather than a threat can yield substantial commercial success while addressing environmental impacts.

Pedagogical Objectives:
1) Highlight the business value of adopting a scientific, structured, whole-systems approach to sustainability as applied by The Natural Step. 2) Illustrate an innovative, integrated and strategic response to the challenges of sustainability at organizational and industry level. 3) Understand the value of embedding sustainability in business practice and the implications for corporate strategy and marketing.

Keywords:
Sustainability, Corporate Social Responsibility, Pvc, The Natural Step, Greenpeace, Carbon Neutrality, Recycling, Systemic Change, Corporate Governance, Value Creation, Strategy and Implementation

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published: 22 Jul 2016

  • Topic: Responsibility
  • Industry: Recycling/Impact Investing
  • Region: Asia

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Abstract:
The case tells the story of SGFE Cambodia and its CEO, Carlo Figa Talamanca, in the period 2011-14. Talamanca has the opportunity to take over the struggling SGFE. Created by the NGO GERES to reduce deforestation in Cambodia, SGFE produces and sells char briquettes. They compete with traditional charcoal, which is mainly derived from illegal forest exploitation. Although superior, the briquettes are also more expensive, and are not well known by consumers. The question is how to penetrate the market at low cost, and how to position the products. Another question is whether SGFE can realistically achieve the social and environmental objectives of the company. Case B describes SGFE’s subsequent commercial success. Getting the public to know the products was the major hurdle, but now that this step has been achieved, demand exceeds supply. Interestingly, it is the low-income vendors, at the bottom of the pyramid, who are the biggest consumers of this more expensive product. However, the social impact of SGFE is minimal and the deforestation of Cambodia continues.

Pedagogical Objectives:
After reading and analyzing the case, students will be able to: • Understand how convenience can trump price and allow to sell a more expensive product to the bottom of the pyramid • Prepare different low cost marketing strategies to enter a BOP market • Discuss the limits of CSR goals for a for-profit company

Keywords:
Bottom of the Pyramid, Cambodia, Charcoal, Ngo, Social Impact, Sustainable, Recycling, Upcycling, Briquettes, Energy, Coconut, Forest, Biomass, Deforestation

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published: 22 Jul 2016

  • Topic: Responsibility
  • Industry: Recycling/Impact Investing
  • Region: Asia

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Abstract:
The case tells the story of SGFE Cambodia and its CEO, Carlo Figa Talamanca, in the period 2011-14. Talamanca has the opportunity to take over the struggling SGFE. Created by the NGO GERES to reduce deforestation in Cambodia, SGFE produces and sells char briquettes. They compete with traditional charcoal, which is mainly derived from illegal forest exploitation. Although superior, the briquettes are also more expensive, and are not well known by consumers. The question is how to penetrate the market at low cost, and how to position the products. Another question is whether SGFE can realistically achieve the social and environmental objectives of the company. Case B describes SGFE’s subsequent commercial success. Getting the public to know the products was the major hurdle, but now that this step has been achieved, demand exceeds supply. Interestingly, it is the low-income vendors, at the bottom of the pyramid, who are the biggest consumers of this more expensive product. However, the social impact of SGFE is minimal and the deforestation of Cambodia continues.

Pedagogical Objectives:
After reading and analyzing the case, students will be able to: • Understand how convenience can trump price and allow to sell a more expensive product to the bottom of the pyramid • Prepare different low cost marketing strategies to enter a BOP market • Discuss the limits of CSR goals for a for-profit company

Keywords:
Bottom of the Pyramid, Cambodia, Charcoal, Ngo, Social Impact, Sustainable, Recycling, Upcycling, Briquettes, Energy, Coconut, Forest, Biomass, Deforestation

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published: 16 Dec 2015

  • Topic: Responsibility
  • Region: Global

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Abstract:
A multi-issue one-on-one negotiation between a young entrepreneur (John Ambitchious) and a close-to-retirement CEO of a large corporation (George Gried). John and George are considering becoming partners on a venture John is setting up. Besides negotiating the partnership details, George currently works for a potential competitor, thus raising ethical tensions that should be negotiated before committing to a final deal.

Pedagogical Objectives:
. Recognizing and negotiating ethical tensions under a win-win strategy . Managing value creation and claiming in an equity split negotiation or any long-term relationship . Procedural contracts . Managing partisan perceptions . Negotiating interests, not positions

Keywords:
Negotiating Equity Split, Start-Up and Entrepreneurship, Ethics, Ethical Tensions and Sustainability, Negotiating Ethics, Managing Power Differences, Conflict of Interest and Manipulation, Difficult Conversations, Procedural Contract

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published: 16 Dec 2015

  • Topic: Responsibility
  • Region: Global

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Abstract:
A multi-issue one-on-one negotiation between a young entrepreneur (John Ambitchious) and a close-to-retirement CEO of a large corporation (George Gried). John and George are considering becoming partners on a venture John is setting up. Besides negotiating the partnership details, George currently works for a potential competitor, thus raising ethical tensions that should be negotiated before committing to a final deal.

Pedagogical Objectives:
. Recognizing and negotiating ethical tensions under a win-win strategy . Managing value creation and claiming in an equity split negotiation or any long-term relationship . Procedural contracts . Managing partisan perceptions . Negotiating interests, not positions

Keywords:
Negotiating Equity Split, Start-Up and Entrepreneurship, Ethics, Ethical Tensions and Sustainability, Negotiating Ethics, Managing Power Differences, Conflict of Interest and Manipulation, Difficult Conversations, Procedural Contract

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published: 23 Nov 2015

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Abstract:
Unilever Sustainable Living Plan (USLP) is a global initiative integrating Unilever’s commercial and sustainability-related agenda. In this context, Unilever is reviewing the progress so far of its new “Perfect Village” initiative in Vietnam, which seeks to build a financially viable rural business that also makes a positive social impact.

Pedagogical Objectives:
Case studies on social impact and the “base of the pyramid” (BOP) tend to present a “feel good” story of societal engagement. They rarely address the issue of how to make a business case for running a social impact initiative within a large for-profit company, a gap this case fills.

Keywords:
Multinational Company, Emerging Market Strategy, Global Strategy, Corporate Social Responsibility, Base of Pyramid (bop), Economic Development, Sustainability, Creating Shared Value, Corporate Governance, Value Creation, Strategy and Implementation

published: 28 Oct 2015

  • Topic: Responsibility
  • Industry: Healthcare: Emergency Medical Services
  • Region: Asia

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Abstract:
Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement. A new employee argues that the bribe is the only way for ZHL to make payroll and maintain its ambulances, which means more lives saved. Mangal insists that ZHL is committed to an anti-bribery stance. What is the right decision? How can it best be implemented?

Pedagogical Objectives:
1. To examine bribery - its distinguishing characteristics, different forms, the ethics involved , and the anti-bribery movement - as well as corporate responses to demands for bribes. 2. To highlight for social enterprises the importance of the means ('how it is done') as well as the ends in creating social as well as economic value.

Keywords:
Bribery, Corruption, Business Ethics, Social Enterprise, Social Entrepreneurship, India, Healthcare, Corporate Social Responsibility.

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published: 27 Jul 2015

  • Topic: Responsibility
  • Region: Asia

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Abstract:
It was out of the interest of Ratan Tata, Tata Group chairman, in the problem of water in India that the Swach (meaning “clean” in Hindi) was born. It was Tata’s bet that the private sector could offer a better, consumer-based solution than the state to the provision of safe drinking water in a country where 75% of the rural population lack access to potable water. In December 2009, the Tata Swach was launched by Tata Chemicals Limited as the lowest-cost storage water purifier available that met US Environmental Protection Agency standards, did not require a supply of running water or electricity, and was affordable to the rural masses.

Pedagogical Objectives:
The case highlights the development of the Tata Swach and its commercialization from 2009 to 2013. It lays out the competitive landscape and the challenges it faced from competitors and shifting consumer preferences. Enough data is provided to develop and support alternative viewpoints on how to go forward, highlighting the need to consider the entire business process from product development through commercialization for the success of a new product initiative. A major focus is the coordinated product development process that brings together the capabilities of independent business units within a conglomerate. Designed for MBA and executive audiences focusing on branding, competitive strategy, CSR, or new product development.

Keywords:
Competitive Strategy, New Product Development, Branding, Competitive Positioning, India, Emerging Markets, Social Innovation, Corporate Social Responsibility

published: 29 Jun 2015

  • Topic: Responsibility
  • Industry: Pharmaceutical
  • Region: Global

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Abstract:
In 2012, GlaxoSmithKline negotiated the largest health-fraud settlement to date with the U.S. Government over allegations of off-label marketing, bribing doctors, and failure to report drug safety problems. As well as the $3 billion settlement, GSK signed a five-year Corporate Integrity Agreement, which included corrective measures in sales and marketing practices.

Pedagogical Objectives:
1. To demonstrate the value of healthcare compliance management. 2. To explore challenges to effective compliance implementation, including the role of leadership and company culture. 3. To examine the tensions that can exist between sales goals and salesforce management practices that are consistent with corporate ethics, compliance and the long-term reputation of the firm.

Keywords:
Healthcare Compliance, Pharmaceutical Industry, Off-Label Marketing, Product Safety, Whistleblowers, Ethics, Salesforce Management, Corporate Reputation

published: 29 Jun 2015

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Abstract:
This exciting case is about a whistle-blower who exposes bribery and corruption in defence contracting in the Middle East. Sebastian is hired to manage a $3.25 billion military contract, but must figure out what to do when he realises his company is paying bribes to local officials.

Pedagogical Objectives:
The case is designed to help students think strategically about how to uphold their values in the face of strong pressure to go along with the status quo in a context of bribery and corruption. It invites them to explore how they might assess and mitigate the risks of standing up for their beliefs.

Keywords:
Defence Industry, Bribery, Corruption, Giving Voice to Values, Middle East, Ethics, Whistle-Blowers, Values

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