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This is a supplement to City Water Tanzania (A): Water Partnerships for Dar es Salaam, product #9B07M025. This case summarizes the decision of the negotiation: the break up of City Water Tanzania and its aftermath, including litigation and forgone opportunities to meet the needs of the local residents.

This is a supplement to City Water Tanzania (A): Water Partnerships for Dar es Salaam, product #9B07M025 and is a two-part role-play. In this part (A) role-play, students take the position of Edward Lowassa, Tanzania's Minister of Water.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

Examines how the Tanzania government intends to address a pressing deterioration in the infrastructure and services of Dar es Salaam's Water and Sewage Authority. The decision process unfolds in the spring of 2002, on the heels of the Cochabamba uprising in Bolivia and an increasing dispute over the involvement of the International Finance Corporation and the World Bank in other water development projects in Ghana, Mauritania, and South Africa. At that time, the World Bank was already sponsoring similar projects in Angola, Benin, Guinea-Bissau, Niger, Rwanda Sao Tome, and Senegal, despite some vocal local opposition. Provides a rich and graphic account of the special threats and opportunities in the water sector--a wealth of complementary teaching resources can also stimulate larger debates by juxtaposing the decision with a broader crisis of confidence in for-profit solutions to water and sewage provision in Africa and Latin America.

The founding entrepreneur of Honey Care Africa (Honey Care) revitalized Kenya's national honey industry by focusing on small-holder farmers across the country. Central to the success was an innovative business model: a synergistic partnership between the development sector, the private sector, and rural communities that drew on the core competencies of each party as well as their complementary roles. This tripartite model was combined with local manufacturing of beehives, effective beekeeping training and community-based extension service provision, and the provision of a guaranteed market to small-holder farmers through forward contracts as well as prompt payments. Four years later, Honey Care has achieved 68% market share in Kenya, distributes several brands of organic, fair-trade honey internationally, and is a lead distributor of beeswax. The business model has been successfully replicated in neighboring Tanzania, with expansion plans to Uganda and Sudan.

An abstract is not available for this product.

An abstract is not available for this product.

This B case presents a conversation between E+Co's co-founders and an employee in Latin America who had raised the tough question of scale at E+Co's 2006 annual retreat. One of the co-founders' response for getting E+Co 10 times more impactful in emerging economies was to adopt what he called a strategy of wedges. Also presented is a set of complementary strategies that together could help achieve steady local impact and rapid growth. The conversation also exposes some of the strategic experiments attempted by E+Co during the past 12 years that did not achieve the expected goals yet inspired new paths to scale. This is a supplement to E+Co: A Tipping Point for Clean Energy Entrepreneurship (A), product # 9B07M054.

This case describes E+Co's approach to promoting clean energy entrepreneurship in developing countries and its current strategic challenge; how to scale up its business model to reach 100 million unserved or underserved people in the developing world by 2020. In the last 12 years E+Co was successful at demonstrating and validating an "enterprise centered model" which offered reliable access and improved energy efficiency to the poor in emerging economies. Its approach to bringing the poor up the modern energy ladder, one step at a time, was initiated in response to a challenging project for the Rockerfeller Foundation, marked by a radical departure from the top-down, large scale infrastructure projects sponsored by international institutions. So far, these models had left 2.5 million people trapped into the double bind of energy poverty and energy waste. E+Co's approach was working well; by September 2006 it had invested in 138 enterprises in 30 countries. These local entrepreneurs currently provided clean energy to more than three million people. The next issue was scaling it all up; however, this risked straining the resources of E+Co's global team of 38 employees and could change the services the company provided to local entrepreneurs. Tenfold expansion within these constraints required an innovative growth strategy. Supplemental case, E+Co: The Path to Scale (B), product 9B07M055, presents a set of entrepreneurial growth strategies that preserve the core of the model.

This is a supplement to Honey Care Africa (A): A Different Business Model.

This is a supplement to Honey Care Africa (A): A Different Business Model.

The founding entrepreneur of Honey Care Africa revitalized Kenya’s national honey industry by focusing on small-holder farmers across the country. Central to success was an innovative business model: a synergistic partnership between the development sector, the private sector, and rural communities that drew on the core competencies of each party as well as their complementary roles. This tripartite model was combined with local manufacturing of beehives, effective beekeeping training, a guaranteed market for small-holder farmers through forward contracts, and prompt payments. Four years later, Honey Care had achieved a 68 per cent market share in Kenya and distributed several brands of organic, fair-trade honey internationally, and was a lead distributor of beeswax. The business model had been successfully replicated in neighbouring Tanzania, and there were plans to expand to Uganda and Sudan.