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It was mid-January 2011 and Elmer Enns, sole owner of Double E Grain Corporation, a 6600-acre farm in Saskatchewan, Canada, was reflecting on the past year, during which he had completed the canola harvest ahead of schedule. Helped by strong commodity prices, Double E had experienced successive years of prosperity (as shown by the financial statements in the case). Elmer, in his mid-50s, was optimistic about the industry and content with the current state of his operation. Despite being the sole owner of Double E, Elmer understood that he was not the only stakeholder to consider in planning for the future. His five-year plan was made more complex by his joint-venture partner, Jim Flath; Chad, a farmer with whom Elmer worked closely; and Elmer’s son Matt. Elmer also had to consider changing industry dynamics, including global food demand, and what resources he had available if the circumstances at Double E were to change. He had been in the business of farming long enough to know that lengthy periods without change were fortunate and rare. External changes (such as volatile commodity prices or the elimination of the wheat board) or internal changes (such as Jim or Matt’s evolving interests or Chad’s growing business) could have a drastic impact on Double E. In the face of many potential and unknown challenges, Elmer sat down to begin the complex task of envisioning where his farm would be in five years, both operationally and financially.

Students are asked to write a cohesive and comprehensive business plan for a municipally owned movie theatre in small-town Palmerston, Ontario. The theatre building is structurally unsound and major renovations are needed. Students must complete a thorough qualitative analysis (industry, consumer, competitor) and quantitative analysis (two years of monthly cash budgets incorporating sensitivity, two years of projected income statements, and the financing amount required to go ahead with the project). Student analysis should also include a plan for the management of staff; a cohesive marketing plan that addresses the product offered, appropriate pricing, promotion and advertising plans, and the time period required for payback of the loan.

This case illustrates a grassroots enterprise's path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong social mandates (pro-health, pro-women) and asks which growth options best marry profitability and positive social change. The Mwanza, Tanzania-based Yogurt Mamas emerge as entrepreneurial role models in their communities, with funds from Western donors and an exciting new technology.<br><br>The Yogurt Mamas produce and locally distribute a probiotic yogurt to their small community; they are interconnected in a local value chain and benefit from annual inflows of expertise from Western partners, including free access to patented technology and free culturing of probiotic bacteria in a local lab. The case asks students to critically analyze the hurdles to profitability and suggest working solutions to scale up the venture. Challenges include funding sufficiency, clarity of roles and responsibilities, patent restrictions, kitchen ownership, food safety and quality concerns, and liability concerns. Options include technology/model licensing and franchising, organic growth and expansion to gain higher margins and greater control over the milk supply, and extending their distribution reach. If the Yogurt Mamas cannot find an attractive and feasible growth option, the partners will have to contemplate venture termination once the grant funding comes to an end, or consider alternative exit options.

The case illustrates a grassroots enterprise path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong pro-social mandates (pro-health, pro-women) and asks which growth options may best marry profitability and positive social change. The Mwanza-based Yogurt Mamas emerge as entrepreneurial role models in their communities; with funds from Western donors, and an exciting new technology, they seem set on their way to success. Yet close-up analyses reveal several outstanding concerns, including funding sufficiency, clarity of roles and responsibilities, patent restrictions, kitchen ownership, food safety and quality concerns and liability concerns among others. Despite positive health impact assessments, the venture is struggling to grow - and growth is the key to its future. Focused on a mix non-profit and retail model, the Yogurt Mamas produce and locally distribute a probiotic yogurt to their small community; they are interconnected in a local value chain, and benefit from annual inflows of disciplinary expertise from western partners, including free access to patented technology and free culturing of probiotic bacteria in a local lab. However, as the project funding winds down, business issues come to the fore. The case asks students to critically analyze the hurdles to profitability and suggest working solutions to scaling up the venture. Options include technology/model licensing and franchising, organic growth and expansion along value chain links to gain higher margins and greater control over the milk supply and to extend their distribution reach to neighboring communities. If the Yogurt Mamas cannot find an attractive and feasible growth option, the partners will have to contemplate venture termination once the grant funding comes to an end, or consider alternative exit options, including partnerships or adjacent business models.