The chief executive officer (CEO)of NorthCan Packaging and Logistics (NorthCan) was considering options for NorthCan’s planned expansion into the United States. He had to decide whether NorthCan should (1) construct or purchase a facility in the United States; (2) develop a strategic partnership with an established, complementary US-based packaging solutions company; (3) franchise sales and service in the United States; or (4) expand into the United States, while keeping core operations in Canada. The CEO had to ensure that, with any option, the full-service and value-added aspects of NorthCan remained central. He had to also consider the social and economic costs and benefits of each option, including potential for international growth and competitive advantage, sustainability, regulations, and stakeholder preferences.

The chief executive officer (CEO)of NorthCan Packaging and Logistics (NorthCan) was considering options for NorthCan's planned expansion into the United States. He had to decide whether NorthCan should (1) construct or purchase a facility in the United States; (2) develop a strategic partnership with an established, complementary US-based packaging solutions company; (3) franchise sales and service in the United States; or (4) expand into the United States, while keeping core operations in Canada. The CEO had to ensure that, with any option, the full-service and value-added aspects of NorthCan remained central. He had to also consider the social and economic costs and benefits of each option, including potential for international growth and competitive advantage, sustainability, regulations, and stakeholder preferences.

The international demand for rhinoceros (rhino) horns was driving the species to near extinction. But an international ban on trading the horns made it lucrative to illegally kill rhinos for their horns, which were traded on the black market. One hotly debated idea to curb rhino poaching was to legalize the trade of farmed rhino horns, which could be sustainably obtained without killing the animal. The founder and chief executive officer (CEO) of a non-governmental organization (NGO), Helping Rhinos, opposed legalizing the trade of rhino horns, as had other NGOs. He wondered, though, whether he and his organization should reconsider that position. Legalizing the sale of sustainable rhino horns could counter the black-market demand and protect the remaining, endangered rhinos. At the next board meeting, the founder and CEO needed to recommend whether the organization should continue to oppose legalization or change its approach and advocate for multi-nation legalization. But first he needed to consider the perspectives of the various stakeholders and which decision would be in the best interest of the rhinos. How should he and the NGO proceed?

The international demand for rhinoceros (rhino) horns was driving the species to near extinction. But an international ban on trading the horns made it lucrative to illegally kill rhinos for their horns, which were traded on the black market. One hotly debated idea to curb rhino poaching was to legalize the trade of farmed rhino horns, which could be sustainably obtained without killing the animal.<br><br>The founder and chief executive officer (CEO) of a non-governmental organization (NGO), Helping Rhinos, opposed legalizing the trade of rhino horns, as had other NGOs. He wondered, though, whether he and his organization should reconsider that position. Legalizing the sale of sustainable rhino horns could counter the black-market demand and protect the remaining, endangered rhinos. At the next board meeting, the founder and CEO needed to recommend whether the organization should continue to oppose legalization or change its approach and advocate for multi-nation legalization. But first he needed to consider the perspectives of the various stakeholders and which decision would be in the best interest of the rhinos. How should he and the NGO proceed?

Aparigraha Yoga was founded in 2012 as a sustainable entrepreneurship venture in Ontario that sought to balance the environmental, social, and financial components of the triple bottom line (3BL) while providing high-quality yoga classes in its community. The founder intended to utilize synergistic solutions, which fully integrated each 3BL component, to address any business problem. In 2018, she identified two issues at her studio that challenged her belief in sustainable entrepreneurship and the reality of always finding synergistic solutions. The founder needed to either develop new synergistic approaches to these issues or modify her belief in sustainable entrepreneurship and select which components to favour in which situations.

Aparigraha Yoga was founded in 2012 as a sustainable entrepreneurship venture in Ontario that sought to balance the environmental, social, and financial components of the triple bottom line (3BL) while providing high-quality yoga classes in its community. The founder intended to utilize synergistic solutions, which fully integrated each 3BL component, to address any business problem. In 2018, she identified two issues at her studio that challenged her belief in sustainable entrepreneurship and the reality of always finding synergistic solutions. The founder needed to either develop new synergistic approaches to these issues or modify her belief in sustainable entrepreneurship and select which components to favour in which situations.

The London, Ontario, social enterprise For the Love of Laundry was founded in 2014 with the intention of selling homemade, eco-friendly soaps and using the profits to fund free laundry events in the community. In 2017, the founder's goal was to increase the scale of the business and its social impact. She needed to decide how to structure the organization to increase its scale while maintaining control of its strategic direction.<br><br>The founder compared the pros and cons of the four organizational structures available for social enterprises in Canada—for-profit organization, non-profit organization, registered charity, and co-operative—to decide which option would best suit the organization. She wanted to ensure that the organization’s social aspect remained central while she sought funds to increase its scale. She needed to balance the triple bottom line, but with a primary focus on the social component. She also needed to consider the importance of corporate identity for social enterprises in the scaling process.

The London, Ontario, social enterprise For the Love of Laundry was founded in 2014 with the intention of selling homemade, eco-friendly soaps and using the profits to fund free laundry events in the community. In 2017, the founder's goal was to increase the scale of the business and its social impact. She needed to decide how to structure the organization to increase its scale while maintaining control of its strategic direction. The founder compared the pros and cons of the four organizational structures available for social enterprises in Canada-for-profit organization, non-profit organization, registered charity, and co-operative-to decide which option would best suit the organization. She wanted to ensure that the organization's social aspect remained central while she sought funds to increase its scale. She needed to balance the triple bottom line, but with a primary focus on the social component. She also needed to consider the importance of corporate identity for social enterprises in the scaling process.

In 2016, Detroit Bikes was a relatively new company seeking to become the largest bicycle manufacturer in North America. The U.S. bicycle market was dominated by imports from China and Taiwan, and Detroit Bikes saw an opportunity to compete by producing bicycles in the United States. The numerous business opportunities arising from Detroit’s economic downfall and recent resurgence provided an ideal location for the new bicycle company. The founder was growing Detroit Bikes aggressively, taking advantage of the company’s marketable “Made in USA” branding. His ambition was to build on this success, eventually producing 50,000 bicycles per year.

In 2016, Detroit Bikes was a relatively new company seeking to become the largest bicycle manufacturer in North America. The U.S. bicycle market was dominated by imports from China and Taiwan, and Detroit Bikes saw an opportunity to compete by producing bicycles in the United States. The numerous business opportunities arising from Detroit's economic downfall and recent resurgence provided an ideal location for the new bicycle company. The founder was growing Detroit Bikes aggressively, taking advantage of the company's marketable "Made in USA" branding. His ambition was to build on this success, eventually producing 50,000 bicycles per year.

In the winter of 2012, the New Belgium Brewing Company (NBB) in Fort Collins, Colorado, was considering becoming a certified B Corporation (B Corp). Dedication and willingness to share with employees had always been a part of NBB, whose values also extended to consideration of the natural environment and philanthropy. NBB had grown tremendously over the years, partly thanks to its focus on the triple bottom line. Already the third-largest craft brewery in the United States, NBB was now considering opening a second brewery. Perhaps surprisingly, this economic growth was accompanied by a reduction in the company’s carbon footprint, and a greater impact on industry and society through philanthropy and lobbying for stricter environmental requirements. The board of directors had asked the assistant director of sustainability to make a recommendation regarding B Corp certification. Should she recommend certification, she would also need to convince the employees of its value; at that time, employees owned part of NBB, and they would soon own 100 per cent.

In the winter of 2012, the New Belgium Brewing Company (NBB) in Fort Collins, Colorado, was considering becoming a certified B Corporation (B Corp). Dedication and willingness to share with employees had always been a part of NBB, whose values also extended to consideration of the natural environment and philanthropy. NBB had grown tremendously over the years, partly thanks to its focus on the triple bottom line. Already the third-largest craft brewery in the United States, NBB was now considering opening a second brewery. Perhaps surprisingly, this economic growth was accompanied by a reduction in the company's carbon footprint, and a greater impact on industry and society through philanthropy and lobbying for stricter environmental requirements. The board of directors had asked the assistant director of sustainability to make a recommendation regarding B Corp certification. Should she recommend certification, she would also need to convince the employees of its value; at that time, employees owned part of NBB, and they would soon own 100 per cent.

In 2016, the community engagement manager at Biblio Credit Union, a financial institution in Ontario, Canada, was concerned about rising social inequality. The company was respected in the community for its high business ethics and careful attention to corporate social responsibility. Although most of the company’s employees were paid well, some employees received little more than the minimum wage. The community engagement manager wondered how to reduce that inequality. If the company were to give a raise to the lowest paid employees, all other employees would likely also expect a pay increase. Therefore, to bring all employees to what was considered to be a living wage, the company would need to adjust its pay scale. But would the credit union’s board of directors support a sudden change in expenses? Would the increased expenses be offset by a corresponding increase in revenues? Would new customers pay more for the services of a living wage employer? The company needed to weigh the implementation of a living wage against the possibility of declining revenues, which could place the company in serious jeopardy.

In 2016, the community engagement manager at Biblio Credit Union, a financial institution in Ontario, Canada, was concerned about rising social inequality. The company was respected in the community for its high business ethics and careful attention to corporate social responsibility. Although most of the company's employees were paid well, some employees received little more than the minimum wage. The community engagement manager wondered how to reduce that inequality. If the company were to give a raise to the lowest paid employees, all other employees would likely also expect a pay increase. Therefore, to bring all employees to what was considered to be a living wage, the company would need to adjust its pay scale. But would the credit union's board of directors support a sudden change in expenses? Would the increased expenses be offset by a corresponding increase in revenues? Would new customers pay more for the services of a living wage employer? The company needed to weigh the implementation of a living wage against the possibility of declining revenues, which could place the company in serious jeopardy.

Having previously raised pigs on his farm with unsuccessful results, a Canadian farmer has always dreamed of reintroducing pigs to his cash crop farm. The decision is particularly difficult, as he must consider not only the financial viability of his options, but also the environmental costs, benefits, and the welfare of the animals and workers — collectively referred to as the Four Ps (profits, planet, people, and pigs). Although the market for organic meat remains comparatively limited, it is a growing segment, and one that the farmer wants to tap into to maximize a first-mover advantage. However, the transition poses many risks as well. Will he be able to achieve his dream of re-introducing pigs to his family farm? Or will the attempt to transition to organic pork bury his currently profitable cash crop business?

Having previously raised pigs on his farm with unsuccessful results, a Canadian farmer has always dreamed of reintroducing pigs to his cash crop farm. The decision is particularly difficult, as he must consider not only the financial viability of his options, but also the environmental costs, benefits, and the welfare of the animals and workers - collectively referred to as the "Four Ps" (profits, planet, people, and pigs). Although the market for organic meat remains comparatively limited, it is a growing segment, and one that the farmer wants to tap into to maximize a first-mover advantage. However, the transition poses many risks as well. Will he be able to achieve his dream of re-introducing pigs to his family farm? Or will the attempt to transition to organic pork bury his currently profitable cash crop business?

This case discusses the only privately owned bridge between Canada and the United States and the possible construction of a second competing and publicly owned bridge. With an upcoming crucial vote on the fate of the public bridge, a Michigan student must decide how to vote and whether she believes that a central public infrastructure should be privately held. She contemplates a deeper issue as well - the fundamental principle of capitalism, a system that sometimes perpetuates inequalities since individuals are rewarded for their hard work and are able to defend their self-interests. The student recognizes that her vote is not just about the future of the public bridge but also about her beliefs in balancing individualism and equality.

This case discusses the only privately owned bridge between Canada and the United States and the possible construction of a second competing and publicly owned bridge. With an upcoming crucial vote on the fate of the public bridge, a Michigan student must decide how to vote and whether she believes that a central public infrastructure should be privately held. She contemplates a deeper issue as well – the fundamental principle of capitalism, a system that sometimes perpetuates inequalities since individuals are rewarded for their hard work and are able to defend their self-interests. The student recognizes that her vote is not just about the future of the public bridge but also about her beliefs in balancing individualism and equality.