Greenturn Idea Factory (GIF) was a start-up based in Kerala, India, that manufactured and marketed green energy products. Greeniee, a wireless device for monitoring electricity consumption, was GIF's flagship product in the portfolio. Other products included rooftop solar panels and waste-to-energy conversion devices. Sajil Peethambaran, chief technology officer of GIF, was deliberating on a strategy to servitize Greeniee for potential market segments, either as an augmented product or by bundling it with other offerings.
In March 2021, faced with emphatic calls from a minority group of dissatisfied investors worried about Danone SA's poor financial performance, Danone's board of directors asked Emmanuel Faber, Danone's chair and chief executive officer (CEO), to step down from his leadership position. Danone had a long history of being a purpose-driven company, and Faber's personal values mirrored the company's values. Why did a historically purpose-driven company succumb to the demands of a minority of shareholders? How would Faber's departure affect the general movement toward responsible capitalism? Was his strategy justifiable and should it be continued or rejigged under a new CEO?
This case describes the rapid growth of a social enterprise in Singapore - Foreword Coffee - that aims to empower persons with disabilities by providing them with employment in cafes. Drawing on interviews with its co-founders and published sources, the case highlights key challenges faced by the social enterprise, including sustainable growth, inclusive hiring and leadership succession. The accompanying teaching note guides educators on using the case for discussion in social entrepreneurship, diversity and inclusion, human resource management and leadership classes.
This case focuses on the growth journey of HP Wealth Management (HPWM), an early pioneer in the external asset manager (EAM) sector in Singapore. This case is motivated by two observations: (1) the inception of HPWM during a time of crisis when confidence in financial institutions was lost, and (2) the growth of EAMs in Singapore as her private banking sector matures. The case examines the motivations of the founders of HPWM in switching from salaried employees in private banking to entrepreneurs in a nascent EAM sector, in 2009. It goes on to examine the business and revenue models of a typical EAM and the value propositions of the EAM model to high net worth clients. The case then explores HPWM's differentiated value propositions to clients, which provides a competitive edge over other EAMs and the incumbent private banks. The case presents the investment philosophy of HPWM, the challenges, and the strategies adopted by HPWM. Lastly, it prompts the reader to think deeply of how HPWM can beat the competition and grow to the next level.
This case provides the opportunity to perform a real, but simplified, ESG research analysis and portfolio investment decision from the perspective of an impact investor. It was designed using Triodos Investment Management (Triodos) and three well-known (possibly controversial) companies, Yamaha Corporation, Tesla and Philip Morris International (PMI). Students, as candidates for a research analyst position at Triodos, are asked to analyze the three companies, focusing on an ESG assessment following Triodos's investment approach. They need to provide a compelling statement about the companies' value propositions, as well as their positive and negative impact on people and the planet. They must build a comprehensive investment case that explains the rationale for (i) investing with no reservations, (ii) investing and engaging on controversies, or (iii) excluding Tesla, Yamaha and/or PMI and describe why the companies are good, potentially good or not good for the planet and for people. Students must weigh the controversial ESG issues resulting in a decision either to invest with engagement or to exclude the companies from Triodos's portfolio against the innovative products and future potential of the companies. Henk Jonker, Head of Research, Impact Equities & Bonds at Triodos, invites IMD MBA students to apply for a research analyst. He wants entrepreneurial and "out-of-the-box" thinkers who push the limits of traditional financial analysis. The case tests students' affinity with Triodos's mission and vision, their analytical and financial skills, and whether they have a results-oriented, well-organized and problem-solving attitude. It examines their ability to integrate ESG criteria in their recommendation to include the companies in Triodos's fund or exclude them. During an interview, Jonker aims to evaluate the students' insights about their role as sustainable investors and the impact of their decisions on people and the planet.
Mapxus is an award-winning innovative smart tech start-up whose research and development is based in Hong Kong. Using a combination of artificial intelligence, algorithms, and digital technology, Mapxus creates high-quality digital maps of the interior of buildings at a significantly lower cost than traditional methods of indoor mapping. Mapxus technicians have now mapped the interiors of hundreds of urban building where keeping up to date records is vital for building owners, safety and emergency services. Its smart technology also has an important social benefit since visually impaired people can use its data to help them find their way safely through city buildings. The venture's success relies on a unique partnership between its two experienced cofounders--serial entrepreneur and academic Dr. John Chan, and Chief Executive Officer and the company's Chief Operating Officer, Ocean Ng. While each has different leadership skills, their success demonstrates how a complementary partnership can create the leadership needed to build a successful start-up. In just six years, the company has expanded its indoor mapping and navigation services to Japan, Singapore and Taiwan and it now plans to expand globally. To do this, the company might need to undergo significant change.
In early 2019, Chrystopher Jesse, a student at Jomo Kenyatta University of Agriculture and Technology in Nakuru, Kenya, inherited a 10-acre piece of land outside the city. With his degree in procurement nearing its completion and a competitive job market awaiting him after graduation, Jesse now faced the decision of whether to sell the land or use it to begin operations as a small-scale farmer. This venture, if successful, had the potential to represent a portion or all of Jesse's full-time income over the long term. As part of his overall decision, Jesse needed to consider two key options: Assuming he chose to start the farm, Jesse needed to decide whether to plant potatoes or carrots. After deciding which crop to plant, he would then have to decide whether to irrigate the land or not.
The novel coronavirus disease 2019 (COVID-19) pandemic continued worldwide in 2021, and health experts were aware that the virus (severe acute respiratory syndrome coronavirus 2 [SARS-CoV-2]) could be transmitted between humans and mink. In light of this, Denmark had controversially ordered the killing of 17 million mink out of concern that mutations to the virus posed a risk to the effectiveness of any future COVID-19 vaccines. In early 2021, mink farmers across multiple countries were left wondering whether a mass cull was likely to also take place in their countries. In Canada, for example, mink farmers affiliated with the Canada Mink Breeders Association wondered if it was necessary to do the same in Canada. Was there another way? Or was culling mink the only way to protect the health of human populations?
Vestas Wind Systems A/S (Vestas), a Danish company, had deep roots in the wind technology sector and had positioned itself as a solutions provider. While it was a global leader, it lacked significant market share in China, even though it had been carrying out manufacturing there for decades. China presented unique challenges, as it was dominated by local players and had its own rules for doing business. However, China also presented significant opportunities for a company like Vestas given its enormous market and the potential for cost savings in Vestas’s supply chain. Given these conditions, Vestas’s senior management had to decide how to develop the company’s international strategy for the next ten years, particularly with respect to China.
In 2021, Nick Woodman, founder and CEO of GoPro, was reviewing the company's subscription offering, considering whether to extend it beyond benefits that were directly related to the company's iconic camera. Founded in 2002, GoPro had gained renown for its innovative action camera. The brand became synonymous with living an active lifestyle and attracted a strong following on social media. GoPro was a Wall Street favorite when it went public in 2014 at $24 per share, rising to over $90 per share later that year. But just four years later the stock price had slid to $6 per share due to stagnating demand, inventory management issues, bloated expenses, and problems with new product launches. During the COVID-related retail slowdown in 2020, GoPro increased its direct-to-consumer footprint and aggressively marketed a new subscription. The stock price rebounded, in part due to investors placing a higher multiple on the predictable, recurring revenue generated by subscriptions. By 2021, however, subscription benefits were still largely tied to camera ownership. Woodman was considering whether GoPro could leverage its position as an active lifestyle brand to extend the subscription to benefits beyond the camera, similar to the way Amazon packed a host of benefits into Amazon Prime. Woodman saw enormous potential for GoPro's subscription and believed that, someday, it could even become the company's new flagship "product." But how much license did the brand have to grow beyond digital cameras and image capture? What pricing options could the company explore for a bigger, better subscription? In concert with these decisions, should GoPro look to shift even more of its business away from retailers to direct sales?
MGM Resorts International (MGM), a global hospitality and entertainment company operating in various locations, including Las Vegas, faced a choice between profitability and responsibility. The company needed to attract as many customers to its casinos as possible to increase its profits from gambling. However, MGM had also been advancing an image of an ethical corporation by promoting its responsible gambling program, which was meant to discourage overspending on gaming activities. Should MGM choose to profit by attracting more customers who are willing to spend money at its casinos, or should it profile its image as an ethical company and promote its responsible gambling program? Was there a way to do both?
This case is based on Patagonia's journey to eliminate human trafficking from their supply chain. The case takes students through Patagonia's discovery of forced labor and debt bondage amongst their suppliers in Taiwan and later in Thailand, allowing students to examine their decision about how to best approach these issues. The case goes through the company SER team's initiatives to ensure Patagonia's suppliers maintain ethical business and employment practices. In 2011, the SER team proactively conducted social responsibility audits with their Tier 2 supplying mills and factories in Taiwan. The audits revealed multiple cases of human trafficking, forced labor including debt bondage, and other forms of labor exploitation among the migrant workers employed by the Tier 2 Taiwanese factories. Between 2011-2017, the SER employees worked hard alongside their factory partners to identify the changes that needed to be made to put an end to the forced labor and debt bondage uncovered by the 2011 audits. Multiple initiatives were launched during this time, such as comprehensive Migrant Worker Employment Standards and a "Roadmap to No Fees by 2020." Despite this, in 2019, Patagonia discovered that illegal and exploitative employment practices were still being utilized in a Tier 1 sewing factory in Thailand. At this point, the SER team faced new challenges and decisions.
Vestas Wind Systems A/S (Vestas), a Danish company, had deep roots in the wind technology sector and had positioned itself as a solutions provider. While it was a global leader, it lacked significant market share in China, even though it had been carrying out manufacturing there for decades. China presented unique challenges, as it was dominated by local players and had its own rules for doing business. However, China also presented significant opportunities for a company like Vestas given its enormous market and the potential for cost savings in Vestas's supply chain. Given these conditions, Vestas's senior management had to decide how to develop the company's international strategy for the next ten years, particularly with respect to China.
It's often difficult to access the real-world data needed to train models or gain insights, due to privacy and security concerns or simply process issues. However, new AI techniques for generating look-alike data sets can help data scientists develop machine learning models more quickly and at greater scale. This article explains the concept of synthetic data and outlines the benefits and concerns that executives should consider.
The blood supply chain is under pressure from COVID-19. How should the 3rd largest blood bank in the US, OneBlood, respond? Is adopting an agile supply chain philosophy an effective approach? The case provides an overview of the agile approach to management and its impacts on supply chains. It details the need for IT, operational and managerial competence to enable a successful agile approach. The specifics of the blood industry and OneBlood provide the context for examining when and how agile can be effective. The case challenges the students use the specifics of the blood industry in general and OneBlood in particular to write a memo from the CFO to the rest of the executive team advocating for the adoption of the agile approach to managing the company's blood supply chain.
The blood supply chain is under pressure from COVID-19. How should the 3rd largest blood bank in the US, OneBlood, respond? Is adopting an agile supply chain philosophy an effective approach? The case provides an overview of the agile approach to management and its impacts on supply chains. It details the need for IT, operational and managerial competence to enable a successful agile approach. The specifics of the blood industry and OneBlood provide the context for examining when and how agile can be effective. The case challenges the students use the specifics of the blood industry in general and OneBlood in particular to write a memo from the CFO to the rest of the executive team advocating for the adoption of the agile approach to managing the company's blood supply chain.