個案總覽

BerkShares is a local currency in western Massachusetts and is a project instituted by the Schumacher Center for a New Economics and BerkShares, Inc., which seeks to foster local and resilient economies. Along with the BerkShares project is the Entry to Entrepreneurship (E2E) Program which aims to develop local entrepreneurs to create local businesses that serve the local economy. Both of these initiatives focus on helping the Berkshires region become as economically self-sufficient as possible. Ultimately, the vision is to create a local currency that is backed by a local basket of goods and not the US dollar. Set in 2019, this case allows for a discussion of the impacts that big-box retailers (and more recently, online retailers) can have on the economy of small towns, generally damaging local businesses and the jobs, tax dollars, entrepreneurial spirit and civic leadership that they create. The case also explores what can be done to avert that outcome by examining the merits and success metrics of a local currency, the importance of a local supply chain of businesses, and the need for more self-sufficiency within local economies. It is challenging to keep an economy truly "local" in today's world and mechanisms like local currency face significant barriers to survive, much less scale, in a globalized economy.

In 2007, global building products company Lafarge purchased a dilapidated factory in northern Syria and invested $680 million to build and operationalize a cement plant, thus establishing a Middle East presence. But Lafarge did not foresee the political instability caused by the escalation of the Syrian civil war between President Bashar al-Assad's military and Syrian rebel groups. Additionally, the terrorist group known as Islamic State in Iraq and Syria (ISIS) entered the region, utilizing brutal tactics such as capture, torture, and beheadings, to spread fear and gain territorial control. By 2012, Lafarge had a difficult decision to make: close the plant or keep it operational? Closing the plant would result in a lost investment and could put local Syrian workers and their families into dire financial situations. Conversely, keeping the plant operational could risk the safety of employees and raise critical questions about Lafarge's ethical responsibilities amid the crisis.

This case describes the first investment decision of Tyson Ventures, the venture capital arm of Tyson Foods-the largest protein producer in the United States and one of the largest in the world. Throughout its history, Tyson shifted from producing raw protein to processing protein products and grew significantly, both organically as well as through acquisitions. Tyson Ventures aimed to invest in promising food startups related to sustainability and the case explores four possible investment strategies: plant-based proteins, lab-grown proteins, edible insect proteins, and traditional agriculture investments. Each option has implications for Tyson's operations and profitability, stakeholder perceptions, and sustainability goals. Students will analyze how established corporations in traditional industries, like food, are being disrupted by technology and innovations.

Argus Farm Stop is a year-round farmers market store in Ann Arbor, Michigan. The owners launched the business with a mission to improve support for local farmers and offer the community better access to locally-produced food. The Argus model is a consignment arrangement so that farmers and other local producers can sell more directly to customers and retain more of the profit. However, though growing in revenue and having opened a second store location, Argus is not profitable. How can this business be scaled while still adhering to its mission?

This case focuses on the introduction of the Safer Affordable Fuel-Efficient (SAFE) Vehicles Rule in 2018 and General Motors' (GM's) challenge regarding how to best respond during the proposed rule's public comment period. GM, a company committed to a vision of zero crashes, zero emissions, and zero congestion, can respond to the SAFE public comment period in one of four ways: support the new SAFE standards, favor maintaining the status quo Corporate Average Fuel Economy (CAFE) standards, propose a National Zero Emission Vehicle (NZEV) program, or opt to say nothing. The case presents GM's company history, the history of U.S. fuel economy standards, the electric vehicle market, and an overview of the stakeholder landscape surrounding this issue. Students will explore how sustainability, government, and business interconnect when making a policy recommendation that will not only affect GM's business but also the trajectory of sustainability within the auto industry as a whole.

This case describes the role of Facebook in society and its degree of responsibility to protect the privacy of user data and address the real-world impacts of misinformation and fake news across its site. Facebook's idealistic goal of giving people the power to build community and bring the world closer together has seemingly backfired as nefarious actors have exploited user data and the site's infrastructure to advance political and economic goals. Facebook's leadership has been slow to recognize and acknowledge the influence the site has had on world events, including the 2016 U.S. presidential election, and the Myanmar genocide against the Rohingya minority group. Facebook has also been slow to stem the spread of fake news, and addressing user data privacy is at odds with the company's reliance on targeted advertising as its primary source of revenue. This case offers students the opportunity to discuss the changing social and business environment in the era of the Internet, especially issues related to privacy and free speech.

In 2018, the city of Montreal debated a ban on the commercial use of wood-burning ovens used by the city's famous and iconic bagel shops. This consideration came after a domestic ban on wood-burning ovens went into effect, and amid concerns about public health and a citywide effort to substantially reduce greenhouse gas (GHG) emissions by 2020. City officials knew that commercial regulation of wood-fire bagel shop ovens could be perceived as a disruption of an important local tradition. But they also knew that failing to reduce environmental and health risks from wood burning would be seen as irresponsible. This case presents the dynamics of a situation in which environmental policy and regulation goes head-to-head with a city's culturally-important food.

WeWork, a successful company that provides shared workspaces, has grown rapidly since its founding in 2010 and was valued at $45 billion in 2018. WeWork was considered a progressive company with a strong focus on sustainability, evidenced by its public commitment to achieve carbon neutrality by 2023. As part of its rapid growth, WeWork received very large investments from SoftBank's Vision Fund. Much of the Vision Fund was funded by Saudi Arabia's Public Investment Fund, which obtained its wealth from the sale of Saudi oil. This case presents the idea that WeWork's values may be in direct conflict with the values and actions of Saudi Arabia, yet WeWork continued to receive considerable funding from the kingdom. The case raises the question about a corporation's role in society and whether it has any responsibility to ensure its investors' values align with its own.

This case features CRM technology firm Salesforce, and its CEO, Marc Benioff. In 2015, the state of Indiana's new Religious Freedom Restoration Act (RFRA) was signed into law by then governor Mike Pence. The RFRA was criticized as legalizing blatant discrimination of the lesbian, gay, bisexual, transgender or questioning (LGBTQ) community. Because Salesforce had recently expanded to Indianapolis and anticipated future growth there, Benioff decided to ban company travel to the state and threatened to reduce the company's presence in Indiana if RFRA was not repealed. Salesforce was joined by many other large corporations in vocalizing disagreement with RFRA and threatening to reduce or eliminate investment in Indiana. The case explores Benioff's decision to take a public and aggressive stand against the new Indiana law. Some disagreed with Benioff's extreme action that put the company at risk. Others applauded him for taking a stand.

This case is based on a negotiation that took place in the fall of 2018 between a BMW customer and BMW Customer Relations over the continued and repeated failure of Bridgestone Potenza Run-Flat (RF) original equipment (OE) tires. The case provides an in-class experience for students to discuss and learn multiple facets, strategies, and tactics of negotiations. It can be used within any undergraduate or graduate negotiations class or in a course that explores elements of marketing and customer service. The role of social media in this case adds an interesting and unique discussion point. In this case, the negotiation is presented in five rounds. Students should read the five rounds one at a time and sequentially, with a pause at the end of each round for an instructor-led discussion.

This case focuses on Dell's efforts to develop an open-source, scalable, and cost-effective supply chain capable of delivering ocean plastics waste to its production facilities, and potentially to those of partnering companies through a consortium. Piyush Bhargava, vice president of global operations at Dell and leader of Dell's Ocean Plastics Initiative, must deliver a strategic plan for how to proceed with the initiative but has three primary challenges: (1) how to deliver "additionality", (2) how to operationalize an ocean plastics supply chain at scale, and (3) how Dell should approach developing a consortium to ensure meaningful demand for the material. The case presents scientific information on the causes, scale, and impact of the ocean plastics problem and provides background on Dell's involvement in other sustainable packaging initiatives. Students will learn why Dell chose this cause and how it came to be a leading initiative within the company. The case is based on a 2017 Tauber Institute for Global Operations (University of Michigan) summer internship project.

Emily Reyna, the Environmental Defense Fund's (EDF) Director of Diversity, has been in the newly formed position for under a year and has been tasked with implementing the organization's Diversity Plan, which aims to improve internal racial and ethnic diversity as well as reach a more diverse range of constituents within partnerships. EDF recognizes the importance of adequately engaging and representing shifting demographics in the United States and internationally and has focused on improving diversity internally for the past several years. Reyna's priority is a baseline assessment of diversity and inclusion within EDF's culture. Her focus is on inclusion and full participation, not only in the workplace but also in the policies and programs EDF is working to implement. Students will explore the challenges of diversity and develop a strategy for EDF's internal changes and external partnerships.

Jon-Mark Chappellet, Director of Operations at Clos Du Val Winery in Napa Valley, is developing a 50-year plan. The effects of climate change are forcing Chappellet and other Napa Valley vineyards to adopt various adaptation strategies to protect the quality of their grapes and wines. Climate change impacts can include decreased water availability, temperature variations outside optimal growing conditions, and increased threat of pests. Napa Valley is a strong, competitive market for grape growers and vintners and is most known for its ideal growing conditions for cabernet sauvignon grapes where estate wineries like Clos Du Val focus their production efforts. Will Clos Du Val have to abandon its signature brand of cabernet sauvignon wines and adopt other grape varietals capable of thriving in the changing climate conditions? What kind of diversification strategy will Chappellet need to implement to address climate change?

Eric Ries, one of the most prominent entrepreneurs from Silicon Valley, is launching the Long-Term Stock Exchange (LTSE), a new stock exchange for companies and investors that want to focus on long-term values and sustainable development rather than short-term profit gains. Despite LTSE having a strong value proposition for many companies, this case analyzes the many business challenges that Ries and LTSE must overcome: the large shift required in the systems-thinking of current investors, limiting shareholders' control and influence, gaining the critical mass required to achieve scale and profitability, government legislation and permits, and gaining trust and credibility from potential companies and investors. This case asks students to articulate the risks within the existing, short-term focused stock exchange system, as well as identify the forces that produce short-termism in publicly listed companies.

Northern Dynasty Minerals Ltd holds the rights to the Pebble Mine in Bristol Bay, Alaska. The mine is the largest copper, gold, and molybdenum deposit in the world. However, the deposits are situated under the world's most profitable and sustainable salmon fishery which supports many impoverished Native Alaskan communities who rely on the fish for their livelihoods. Extracting the minerals may harm the salmon fishery, affect a largely unspoiled landscape, and disrupt local communities and culture. But there is uncertainty surrounding these potential risks. Northern Dynasty must choose the best public engagement and transparency strategy to ensure a smooth approval process for the proposed Pebble Mine operation.

The complex and fragmented agribusiness sector has been resistant to legislation surrounding greenhouse gas emissions and other climate change regulations. Cargill, one of the largest agribusiness companies and the largest privately held company in the U.S., has the ability to become a significant driver of the climate change conversation and set new industry standards. But, in 2013 Cargill was a traditionally silent group with a negative environmental record. Cargill CEO Gregory Page must decide whether to push Cargill into the climate change spotlight by joining the Risky Business Project, a new and innovative initiative that sought to evaluate the economic impact of climate change on the U.S. economy. Page must weigh the environmental and business implications of his decision, as well as how it may affect company stakeholders.

In 2013, Hampton Creek entered the mayonnaise marketplace with the world's first plant-based, vegan mayonnaise "Just Mayo". The creation of an egg-free version of mayonnaise had the potential to upset the market, especially for Unilever's Hellmann's brand. The case provides an overview of Unilever's role in the mayonnaise market, highlighting its commitment to innovation and sustainability, as well as its analysis of Hampton Creek as both an opportunity and a threat. Students are asked to examine this complex problem with Unilever and grapple with the tension between encouraging innovation and progress, while protecting a key source of revenue from a new market entrant.

Method's environmentally friendly cleaning products were rapidly gaining market share, both domestically and overseas. Due to its 2012 acquisition by Belgian cleaning brand Ecover, Method now had access to Ecover's expertise in building eco-friendly factories, as well as the capital necessary to build Method's first manufacturing plant. Method can either build a factory on previously undeveloped land, known as a greenfield, or they could redevelop and recover an existing industrial site, known as a brownfield. The case highlights Method's founders' interest in the revitalization of inner cities, as well as the brand's commitment to environmental and social responsibility. It also explores the challenges and benefits of brownfield vs. greenfield development.

Seventh Generation, a sustainable cleaning and personal care products company, has received a purchase offer from Unilever. Seventh Generation's CEO is deciding whether to accept the offer and, if so, under what terms. The deal would open many new avenues for growth and expansion for Seventh Generation, but would they be able to continue to pursue their mission "to inspire a consumer revolution that nurtures the health of the next seven generations" under the ownership of Unilever? Could Seventh Generation impact the values of Unilever to make both organizations more sustainable?

The Hershey Company has just received a purchase offer from Mondelez, another confectionery company, and students are thrust into the role of Layla Dylan, one of Hershey's board members. The Hershey Company has an unusual ownership structure, in which the Hershey Trust Company controls 9% of the shares and 80% of the voting rights. The Hershey Trust Company is charged with providing for the Milton Hershey School, a responsibility which can be interpreted as ensuring for the richness of the entire community of Hershey, PA. While the purchase offer for the Hershey Company makes business sense, it may interfere with the charter of the Hershey Trust Company. As a board member of both the Hershey Company and the Hershey Trust Company, Dylan must balance the two organizations' goals as she makes her decision.