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Ford Motor Co. develops and commercializes a green technology that replaces a traditional and scarce resource with an abundant bio-material. The pilot project becomes hugely successful, and, within the company, the idea of expanding the use of bio-material gains considerable momentum, but implementation and customer acceptance prove to be a challenge. Two members from the company's research and engineering division work together to overcome these obstacles and move the company toward a vision of sustainability that involves more than just fuel economy and cost reduction.

This case explores issues faced by the corporate sustainability manager at the corporate headquarters of a large hotel group in a developing nation as she implements her company’s corporate sustainability strategy through supplier partnerships with bottom-of-the-pyramid (BoP) social organizations. Under the rubric of responsible purchasing, the hotelier’s “Creating Sustainable Livelihoods” initiative engaged cause-based nongovernmental organizations (NGOs) by exploring opportunities where the products or services of such organizations could substitute for similar products or services sourced from for-profit suppliers. The case illustrates the challenges inherent in a BoP responsible purchasing strategy, including the delicate balance between meeting business objectives while supporting social causes.

This case explores issues faced by the corporate sustainability manager at the corporate headquarters of a large hotel group in a developing nation as she implements her company's corporate sustainability strategy through supplier partnerships with bottom-of-the-pyramid (BoP) social organizations. Under the rubric of responsible purchasing, the hotelier's "Creating Sustainable Livelihoods" initiative engaged cause-based nongovernmental organizations (NGOs) by exploring opportunities where the products or services of such organizations could substitute for similar products or services sourced from for-profit suppliers. The case illustrates the challenges inherent in a BoP responsible purchasing strategy, including the delicate balance between meeting business objectives while supporting social causes.

Ford Motor Co. develops and commercializes a green technology that replaces a traditional and scarce resource with an abundant bio-material. The pilot project becomes hugely successful, and, within the company, the idea of expanding the use of bio-material gains considerable momentum, but implementation and customer acceptance prove to be a challenge. Two members from the company’s research and engineering division work together to overcome these obstacles and move the company toward a vision of sustainability that involves more than just fuel economy and cost reduction.

This case explores the problems that Tetra Pak India faced in its ambitious goal of recycling post-consumer cartons (PCC) in India, and the approach that it adopted in overcoming obstacles. It provides a deep understanding of PCC recycling and Tetra Pak's broad program of incorporating social, environmental, health, and ethical issues in its day-to-day operations. Evident in the case are Tetra Pak India's efforts to meet environmental objectives and the seemingly insurmountable challenges in India that appeared to prevent it from attaining its goals. The case offers students an opportunity for an intellectually stimulating discussion on whether or not, and how, Tetra Pak India overcame problems to succeed in its PCC recycling initiative. Students will be able to understand the importance of the partnerships and alliances that Tetra Pak forged with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments, and organizations that championed the cause of the environment. With ever-changing mindsets, increasing regulations, and growing customer expectations in India, Tetra Pak would have to be on its toes to ensure that its success from the PCC recycling initiative could be sustained and scaled up in the future. The case explores how Tetra Pak India could face the challenges of the future.

This case explores the problems that Tetra Pak India faced in its ambitious goal of recycling post-consumer cartons (PCC) in India, and the approach that it adopted in overcoming obstacles. It provides a deep understanding of PCC recycling and Tetra Pak’s broad program of incorporating social, environmental, health, and ethical issues in its day-to-day operations. Evident in the case are Tetra Pak India’s efforts to meet environmental objectives and the seemingly insurmountable challenges in India that appeared to prevent it from attaining its goals. <br><br>The case offers students an opportunity for an intellectually stimulating discussion on whether or not, and how, Tetra Pak India overcame problems to succeed in its PCC recycling initiative. Students will be able to understand the importance of the partnerships and alliances that Tetra Pak forged with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments, and organizations that championed the cause of the environment. With ever-changing mindsets, increasing regulations, and growing customer expectations in India, Tetra Pak would have to be on its toes to ensure that its success from the PCC recycling initiative could be sustained and scaled up in the future. The case explores how Tetra Pak India could face the challenges of the future.

Companies in every industry are attempting to reduce their use of chemicals, particularly synthetic organic compounds, where there is a perception of harm to human health or the environment. The industrial and commercial floor-cleaning equipment industry is no different, with many equipment manufacturers seeking to reduce their use of harsh cleaning chemicals such as petroleum solvents. But with every competitor pursuing similar greening efforts in a mature market, companies find it difficult to differentiate their offerings to customers. <br><br>Tennant Company chose to differentiate itself through a technology-driven business strategy based on chemical-free cleaning. Instead of reducing the use of harsh cleaning chemicals, or reducing the harshness of those chemicals, Tennant offered its customers a cleaning solution that used ionized tap water to clean and disinfect surfaces, thereby eliminating harsh chemicals altogether. The benefits to customers were numerous, including lower total cost of ownership and improved health and safety, while maintaining cleaning performance relative to conventional chemical-based products. This case helps to illustrate the challenge of profitably going beyond incremental “greening” efforts (aimed at doing less harm) — could a significant innovation in environmental performance be the central argument for the company’s value proposition?

Companies in every industry are attempting to reduce their use of chemicals, particularly synthetic organic compounds, where there is a perception of harm to human health or the environment. The industrial and commercial floor-cleaning equipment industry is no different, with many equipment manufacturers seeking to reduce their use of harsh cleaning chemicals such as petroleum solvents. But with every competitor pursuing similar greening efforts in a mature market, companies find it difficult to differentiate their offers to customers. Tennant Company chose to differentiate itself through a technology-driven business strategy based on chemical-free cleaning. Instead of reducing the use of harsh cleaning chemicals, or reducing the harshness of those chemicals, Tennant offered its customers a cleaning solution that used ionized tap water to clean and disinfect surfaces, thereby eliminating harsh chemicals altogether. The benefits to customers were numerous, including lower total cost of ownership and improved health and safety, while maintaining cleaning performance relative to conventional chemical-based products. This case helps to illustrate the challenge of profitably going beyond incremental "greening" efforts (aimed at doing less harm) to offer a disruptive step-change in environmental performance as the central argument for the company's value proposition.

Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge of doctors in semi-urban and rural areas, bridging the gap between diagnosis and treatment, and making available quality medicines at affordable prices. This case discusses the evolution of the Prayas model from its inception to its current state, and the company's business strategies around it. Cognizant of the success of Prayas, many competitors of Sanofi-Aventis are actively developing and implementing similar models. The company's top management team has to respond to the competitive threat.

Fairmount Minerals, a leading producer of industrial sand in the United States, embarked upon a journey of sustainable development in 2005. The mining industry had a reputation for environmental harm that threatened the sustainability of the company. Given the strong personal values of stewardship of the planet and community held by the CEO, and because of the reputation of the industry, Fairmount Minerals sought to integrate sustainable development in every step of its value chain — from mining to shipping the product to the customer. Starting in 2006, each year the organization generated a set of bold goals and monitored its progress toward them. These goals clearly spelled out the benefit for the environment and the planet. The question that remained was how this benefit translated into prosperity for stakeholders and the company. Under what conditions did this stewardship of planet and people lead to increased growth for the company?

Fairmount Minerals, producer of industrial sand in the United States, embarked upon a journey of sustainable development in 2005. The mining industry had an unenviable reputation that threatened the sustainability of the company. Given the strong personal values of stewardship of the planet and community held by the CEO, and because of the reputation of the industry, Fairmount Minerals was moved to action to integrate sustainable development in every step of its value chain - from mining to shipping the product to the customer. Fairmount's journey had been exciting and full of hard work and dedication to the practice of sustainable development. The three broad themes of people, planet and prosperity resonated in all facets of the company. Starting in 2006, each year the organization generated a set of bold goals and monitored its progress toward these goals. These goals clearly spelled out the benefit for the environment and the planet. The question that remained was how this benefit translated into prosperity for the stakeholders and the company. Under what conditions did this stewardship of planet and people lead to increased growth for the company?