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PowerPoint slide presentation for product 8B13M103.

SoJo is an online resource hub — optimized for web and mobile — focused on helping early-stage social innovators turn their ideas into action. Founded in Canada as a for-profit venture in 2010, the company depends mainly on volunteer part-time staff and competes for traffic in cyberspace with its own content providers. Many skeptics doubted the idea would ever work: why would content providers forego traffic on their own sites by relinquishing their “good stuff” to SoJo? Yet by 2012, with over 2,000 active users, 50 content partners, 1,300 Twitter followers, 80,000 articles viewed and more than 1,000 unique pieces of content that earned global praise from traditional business media outlets, SoJo is well positioned to grow even further and faster. However, its founder and chief catalyst, an award-winning social entrepreneur, is anxious to make the company self-sustaining by generating revenue through product and service extensions and by increasing its user base a hundred-fold. How can such a social enterprise be modeled to support the pace of growth it needs to remain the one best resource for change-makers the world over?

SoJo is an online resource hub - optimized for web and mobile - focused on helping early-stage social innovators turn their ideas into action. Founded in Canada as a for-profit venture in 2010, the company depends mainly on volunteer part-time staff and competes for traffic in cyberspace with its own content providers. Many skeptics doubted the idea would ever work: why would content providers forego traffic on their own sites by relinquishing their "good stuff" to SoJo? Yet by 2012, with over 2,000 active users, 50 content partners, 1,300 Twitter followers, 80,000 articles viewed and more than 1,000 unique pieces of content that earned global praise from traditional business media outlets, SoJo is well positioned to grow even further and faster. However, its founder and chief catalyst, an award-winning social entrepreneur, is anxious to make the company self-sustaining by generating revenue through product and service extensions and by increasing its user base a hundred-fold. How can such a social enterprise be modeled to support the pace of growth it needs to remain the one best resource for change-makers the world over?

PowerPoint presentation for 8B10M061.

The case traces the milestones of a 26-year history of a social entrepreneur creating a social enterprise, Madras Craft Foundation (MCF). The story leads up to a three-decade retrospective on the role social ventures play in our lives. Based on the entrepreneur’s critical reflection, the case shows how the paths of the social entrepreneur and the social enterprise became closely interwoven. After MCF had been self-sufficient for three years, the success of the social venture precipitated a crisis as to who could succeed the founding social entrepreneur, whose love for South India’s arts, crafts, and culture had become inseparable from MCF and its best-known offering, Dakshina Chitra. The case details MCF’s revenue-generation model and shows the interdependence between the social entrepreneur and the social enterprise — their “co-becoming” over almost three decades. The analysis makes apparent links between the founder and her venture, and challenges the divide between social entrepreneur and social enterprise. It also provides an opportunity to discuss what is alike or different in social entrepreneurship and traditional entrepreneurship.

The case traces the milestones of a 26-year history of a social entrepreneur creating a social enterprise, Madras Craft Foundation (MCF). The story leads up to a three-decade retrospective on the role social ventures play in our lives. Based on the entrepreneur's critical reflection, the case shows how the paths of the social entrepreneur and the social enterprise became closely interwoven. After MCF had been self-sufficient for three years, the success of the social venture precipitated a crisis as to who could succeed the founding social entrepreneur, whose love for South India's arts, crafts, and culture had become inseparable from MCF and its best-known offering, Dakshina Chitra. The case details MCF's revenue-generation model and shows the interdependence between the social entrepreneur and the social enterprise - their "co-becoming" over almost three decades. The analysis makes apparent links between the founder and her venture, and challenges the divide between social entrepreneur and social enterprise. It also provides an opportunity to discuss what is alike or different in social entrepreneurship and traditional entrepreneurship.

This supplement to Bayer CropScience in India (A): Against Child Labor focuses on Bayer’s formulation of a value-driven strategy with three pillars: communication, implementation, and education.

This case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intiatives in emerging markets, and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labor in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the occurrence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months post-acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seed production — a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer’s decision whether, when, and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labor in rural India.

The case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intitiatives in emerging markets and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labour in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the incidence and prevalence of the child labour in its newly acquired India-based cotton seed operations a few months post acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labour was widespread in cotton seed production - a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer's decision whether, when and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labour in rural India.

The case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social initiatives in emerging markets and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labor in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the incidence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months post acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seed production - a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. This is a supplement to Bayer CropScience in India (A): Against Child Labor, product #9B10M061, and focuses on Bayer's formulation of a value-driven strategy, with three pillars: communication, implementation and education.

This case illustrates the founding and growth of Veja, the first eco-sneaker company in the world, in the broader context of the evolution of the fashion industry and the emergence of the eco-fashion movement. By September 2010, the five-year old venture had become a reference in ethical fashion, and an inspiration for other eco-fashion start-ups. Its path, its successes and its aspirations made it a perfect acquisition target; like-minded companies like Timberland were already feeling out the two founders.<br><br>Sebastien Kopp and Francois-Ghislain Morillion were still fulfilling their dream. They had fun trying to craft ever more sustainable business approaches. They were still excited about the opportunity to develop solutions or workarounds for socially- and environmentally-problematic business practices. The case presents several solutions, focusing on the development of sustainable business practices in organic cotton, wild natural rubber and traditional veggie-tanned leather. The case also deals with the issue of how ventures integrate sustainable practices into a holistic and ever improving offering, which engages multiple supply chain participants (employees, consumers, suppliers, partners, even artists) in co-devising a value proposition that appeals not just to our sense of fashion, but also to our conscience. Essentially, the case is a story of fashioning identities by artfully bending consumers' appreciation towards the expression of unity with the earth and across cultures.

The case illustrates the venturing decisions, processes and outcomes of two recent MBAs who design and launch a clean technology (cleantech) start-up venture. The case asks students to compare and contrast the clean technologies available, discuss their pros and cons, and articulate a compelling business proposition.<br><br>The case illustrates the tensions, trade-offs and adaptation challenges involved in designing a clean technology venture in a changing regulatory, funding and competitive context (Ontario, Canada, 2006-present). The multiple decision points in the case have the students critically and iteratively assess the prospects of clean technology ventures and the evolving interface between technology and strategy in Canada's emerging clean energy sector. Beyond understanding the specific challenges faced by the venturing team, students are asked to grapple with the controversies and priorities for Canada's environmental policies in the energy sector, discuss competitive tension or symbiotic relationships between incumbents and disruptors, and actively align new venture design and strategy with a rapidly morphing regulatory, technological and competitive environment. The case discussion also opens up a broader platform for exploring the role of incumbents and disruptive business models in informing provincial and national responses to climate change, and, more generally, the role of cleantech venturing and venture capital in fostering climate change readiness and greener energy solutions.

After half a year researching technologies and examining the current and future environment for renewable energy in Ontario, Canada, two MBA graduates must decide which renewable energy field to enter — solar photovoltaic, wind, hydroelectric, geothermal, biogas, or ocean. Each choice represents great opportunities, and the entrepreneurs must ensure that they select the most suitable technology based on their experience and management skills, and on the market potential and risk.

The case illustrates the opportunities, challenges and trade-offs involved in the design, evolution and institutionalization of corporate social responsibility (CSR) and corporate sustainability (CS) within the Tata Group, an India-based indigenous multinational enterprise (MNE) with a unique 140-year old commitment to the community as the key stakeholder of business. Despite the 2008-2009 global recession, the Tata Group topped the economic value creation charts. In 2008-2009, the Group had grossed US$70.8 billion in revenues; 64.7 per cent of the Group's revenues were now coming from outside India. Its 96 independent companies spanned seven sectors: information systems and communications, engineering, materials, services, energy, consumer products and chemicals. Economic turbulence had put a break on social and environmental investing for many other companies, but renewed Tata Group's commitment: the Group had recently revised its charitable giving, adopted a group-wide climate change policy, and separated its mandatory and voluntary initiatives. The case deals with the intricate connections between the Group's profitability and competitiveness on the one hand and its long-standing tradition of social responsibility on the other. It explores value-creation, leadership, ethics and sustainable development on the backdrop of rapid internationalizations and shifting stakeholders' expectations for corporate social responsibility.

This case illustrates the founding and growth of Veja, the first eco-sneaker company in the world, in the broader context of the evolution of the fashion industry and the emergence of the eco-fashion movement. By September 2010, the five-year old venture had become a reference in ethical fashion, and an inspiration for other eco-fashion start-ups. Its path, its successes and its aspirations made it a perfect acquisition target; like-minded companies like Timberland were already feeling out the two founders. Sébastien Kopp and François-Ghislain Morillion were still fulfilling their dream. They had fun trying to craft ever more sustainable business approaches. They were still excited about the opportunity to develop solutions or workarounds for socially- and environmentally-problematic business practices. The case presents several solutions, focusing on the development of sustainable business practices in organic cotton, wild natural rubber and traditional veggie-tanned leather. The case also deals with the issue of how ventures integrate sustainable practices into a holistic and ever improving offering, which engages multiple supply chain participants (employees, consumers, suppliers, partners, even artists) in co-devising a value proposition that appeals not just to our sense of fashion, but also to our conscience. Essentially, the case is a story of fashioning identities by artfully bending consumers' appreciation towards the expression of unity with the earth and across cultures.

The case illustrates the opportunities, challenges, and trade-offs involved in the design, evolution, and institutionalization of corporate social responsibility (CSR) and corporate sustainability (CS) within the Tata Group - an India-based indigenous multinational enterprise (MNE) with a unique 140-year-old commitment to the community as the key stakeholder of business. Despite the 2008-2009 global recession, the Tata Group topped the economic value creation charts. In 2008-2009, the Group had grossed US$70.8 billion in revenues; 64.7% of the Group's revenues were now coming from outside India. Its 96 independent companies spanned seven sectors: information systems and communications, engineering, materials, services, energy, consumer products, and chemicals. Economic turbulence had put a break on social and environmental investing for many other companies but renewed Tata Group's commitment: the Group had recently revised its charitable giving, adopted a group-wide climate change policy, and separated its mandatory and voluntary initiatives. The case deals with the intricate connections between the Group's profitability and competitiveness on the one hand and its long-standing tradition of social responsibility on the other. It explores value creation, leadership, ethics, and sustainable development on the backdrop of rapid internationalizations and shifting stakeholders' expectations for corporate social responsibility.

The case illustrates the opportunities, challenges and trade-offs involved in developing a pro-social business venture in emerging economies by outlining the interplay between a Nairobi-based venture by Insta Products (Insta) and a Toronto-based non-profit volunteering consultancy for sustainable new ventures with a high potential to accelerate local development. The case is set in the midst of social unrest in the spring of 2008, as the consulting team prepares to give their strategic recommendation based on detailed entrepreneurial, financial and marketing considerations. Focused on the commercial introduction of enriched flours to the retail market in Kenya, the opportunity presented in the case is expected to double the production of Insta in five years while building a stable Ksh 2.1 billion business. The new venture represents a pro-social corporate venture by a 15-year old company with strong capabilities in relief food aid. Insta had been engaged with CARE Kenya and Acumen Fund to solicit funding, and had commissioned independent market research. The Bridge Expedition Partners stepped in to critically review the business plan and offer financial modeling and market analysis to assess Insta Products in opportunity evaluation and the implementation of the new venture. The decision boils down to how Insta framed the venturing opportunity. If Insta focused on affordability, they would minimize pack size and focus on kiosk distribution (potentially supported through high frequency bicycle deliveries). If, however, the most important driver for low-income families when purchasing the porridge-like product uji was price sensitivity instead, Insta could be better off launching with larger packages, with better value per kilogram, distributed through dukas and supermarkets, where Insta's products and prices would be compared against established uji producers. The latter value proposition could still appeal to low income consumers and economize on distribution costs by pushing buyers to save for a weekly/monthly uji mix purchase rather than buy it as needed from local kiosks. The two strategies were radically different. The former tasked Insta with developing new distribution networks and likely investing in promotional activities that would have kiosks owners at the centre of its business model. The latter would expose Insta to fierce competition in the supermarket uji niche, and pit it against strong (and resource rich) competitors, putting the onus on Insta to differentiate its offering (on nutrition, price or likely a combination of product attributes and brand promise). There was no middle of the road - the two approaches required dramatically different models, and Insta was unlikely to have the managerial capability, let alone acquire the resources to finance both. The case ask students to make this decision, taking on either the roles of Insta's representatives and/or the Bridge consulting teams as the three recent Ivey MBAs engage in complex modeling and draw on the expertise of local and international students.

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.

A consultant with CARE Enterprise Partners (CEP) is tasked to provide consulting for three social enterprises in different stages of development, each benefiting from CEP funding and support. CONASE - an oatmeal manufacturer selling to the government's vaso de leche free breakfast program - asked for advice on strategic analysis and creative approaches to customer relations. Seviagro - a market linkage social enterprise aggregating produce from smallholder artichoke farmers for resale to a large processing and export company - requested support with cost analysis and accounting. Corporacion Solar - initially established as a buyer and reseller of spinach produced by Andean farmers but currently transitioning from a market linkage model to a hybrid model - was looking for assistance in reshaping its growth strategy to target major buyers in Lima with a more diversified product offering. The three for-profit social enterprises profiled in this case sample a new breed of locally-reliant, market-driven models, which could further Peru's rural development in mountainous regions like the Ancash province. Their success could be tremendously influential in charting a new approach to development in the Andes. Success here could also endorse CEP's pioneering approach to development around the world. But despite careful start-up planning and very promising triple-bottom line projections, each enterprise confronted unexpected challenges in customer relations, cost management, sourcing and distribution. As these social ventures were getting off the ground, their founders' ability to simultaneously meet their social goals and remain economically viable was in jeopardy. The case asks students to put themselves in the consultant role and reposition these social ventures for sustainable growth.