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In 2014, the vice-president and director of recycling at the Arizona-based First Solar, Inc., the world's leading solar energy company, was considering a business plan to convert its solar panel recycling initiative from a cost centre to a profit-making business. Although the company pre-funded the recycling of photovoltaic solar panels by adding the recycling cost to the end-customers’ purchase price, Europe had recently enacted laws requiring that solar modules be recycled after their useful life had ended. First Solar’s vice-president and director of recycling recognized a business opportunity in recycling solar panels but wondered about the timing of entry into this area and the profit potential of such a move. How could they best position First Solar's recycling offering to take advantage of the North American recycling regulations that they believed were imminent but that had not yet transpired?

In 2014, the vice-president and director of recycling at the Arizona-based First Solar, Inc., the world's leading solar energy company, was considering a business plan to convert its solar panel recycling initiative from a cost centre to a profit-making business. Although the company pre-funded the recycling of photovoltaic solar panels by adding the recycling cost to the end-customers' purchase price, Europe had recently enacted laws requiring that solar modules be recycled after their useful life had ended. First Solar's vice-president and director of recycling recognized a business opportunity in recycling solar panels but wondered about the timing of entry into this area and the profit potential of such a move. How could they best position First Solar's recycling offering to take advantage of the North American recycling regulations that they believed were imminent but that had not yet transpired?

The CEO of Tots & Teens, an apparel company headquartered in New Jersey, learns at a company party that one of the factories in Bangladesh where T&T's clothing is made has just collapsed in the middle of a workday, killing more than 2,000 workers. She and her COO immediately fly to Dhaka to visit the disaster site and plan their response. Aside from finding a way to support the victims and their families and to tighten up oversight of the company's supply chain, they must decide whether to move production to a factory in China in order to get the fall line out in time. With expert commentary from John Manners-Bell, the CEO of Transport Intelligence, and Adam K. Kanzer, a managing director of Domini Social Investments.

The CEO of Tots & Teens, an apparel company headquartered in New Jersey, learns at a company party that one of the factories in Bangladesh where T&T's clothing is made has just collapsed in the middle of a workday, killing more than 2,000 workers. She and her COO immediately fly to Dhaka to visit the disaster site and plan their response. Aside from finding a way to support the victims and their families and to tighten up oversight of the company's supply chain, they must decide whether to move production to a factory in China in order to get the fall line out in time. With expert commentary from John Manners-Bell, the CEO of Transport Intelligence, and Adam K. Kanzer, a managing director of Domini Social Investments.

The CEO of Tots & Teens, an apparel company headquartered in New Jersey, learns at a company party that one of the factories in Bangladesh where T&T's clothing is made has just collapsed in the middle of a workday, killing more than 2,000 workers. She and her COO immediately fly to Dhaka to visit the disaster site and plan their response. Aside from finding a way to support the victims and their families and to tighten up oversight of the company's supply chain, they must decide whether to move production to a factory in China in order to get the fall line out in time. With expert commentary from John Manners-Bell, the CEO of Transport Intelligence, and Adam K. Kanzer, a managing director of Domini Social Investments.

The Children’s Place was a New Jersey-based specialty retailer of apparel and accessories for children up to age 12. Starting in fiscal 2013, the company was moving from a clearance-centre model, where it sold a variety of national brands, to a made-for-outlet model that emphasized its own brands. This was necessitated by intense price competition in its market. The new strategy involved developing, coordinating and controlling its own global apparel value chain. When the Rana Plaza building in Dhaka, Bangladesh collapsed on April 24, 2013, killing and injuring a large number of workers, products destined for The Children’s Place were found in the debris. The adverse publicity that ensued meant that the company’s top management had to re-evaluate its strategy. What should be their response?

The Children's Place was a New Jersey-based specialty retailer of apparel and accessories for children up to age 12. Starting in fiscal 2013, the company was moving from a clearance-centre model, where it sold a variety of national brands, to a made-for-outlet model that emphasized its own brands. This was necessitated by intense price competition in its market. The new strategy involved developing, coordinating and controlling its own global apparel value chain. When the Rana Plaza building in Dhaka, Bangladesh collapsed on April 24, 2013, killing and injuring a large number of workers, products destined for The Children's Place were found in the debris. The adverse publicity that ensued meant that the company's top management had to re-evaluate its strategy. What should be their response?

Jos. A. Bank Clothiers, Inc. (Jos. A. Bank), a men’s apparel retail chain, made a bid to acquire its industry rival, the Men’s Wearhouse. The Men’s Wearhouse not only rebuffed the bid but turned around and made a counter bid to acquire Jos. A. Bank. Initially, Jos. A. Bank merely rejected the offer as inadequate but subsequently made an offer to buy Eddie Bauer, a chain selling outdoor apparel, to make itself an unattractive target for the Men’s Wearhouse. Surrounding this takeover drama were a host of other actors, including Beacon Light Capital, a hedge fund that called for significant governance changes at Jos. A. Bank, and a second hedge fund, Eminence Capital, that owned stock in both Jos. A. Bank and the Men’s Wearhouse, and had filed a lawsuit against Jos. A. Bank to push for the deal to go through. The chairman of Jos. A. Bank’s board was faced with a critical decision regarding the acquisition offer from the Men’s Wearhouse and his own company’s offer to buy Eddie Bauer.

Jos. A. Bank Clothiers, Inc. (Jos. A. Bank), a men's apparel retail chain, made a bid to acquire its industry rival, the Men's Wearhouse. The Men's Wearhouse not only rebuffed the bid but turned around and made a counter bid to acquire Jos. A. Bank. Initially, Jos. A. Bank merely rejected the offer as inadequate but subsequently made an offer to buy Eddie Bauer, a chain selling outdoor apparel, to make itself an unattractive target for the Men's Wearhouse. Surrounding this takeover drama were a host of other actors, including Beacon Light Capital, a hedge fund that called for significant governance changes at Jos. A. Bank, and a second hedge fund, Eminence Capital, that owned stock in both Jos. A. Bank and the Men's Wearhouse, and had filed a lawsuit against Jos. A. Bank to push for the deal to go through. The chairman of Jos. A. Bank's board was faced with a critical decision regarding the acquisition offer from the Men's Wearhouse and his own company's offer to buy Eddie Bauer.

SolarCity Corporation competed in the downstream segment of the U.S. solar energy industry. The company installed solar panels for residential and commercial customers, using a decentralized (off-the-grid) power generation and transmission model to compete with utility companies that used a centralized (grid-based) model. Solar energy was a renewable source (unlike fossil-based energy sources) and therefore scored highly on both environmental and sustainability factors. To overcome the high switching costs to customers, SolarCity marketed solar energy using a financing model in which the company owned the assets and the customer merely paid a monthly fee for the energy used. As a new player in a nascent industry, SolarCity had never been profitable. SolarCity's co-founder and chief executive officer had to develop a plan to make the company profitable despite the fact that utility companies were fighting back politically and the government was set to reduce tax subsidies for solar assets in the near future.

SodaStream International Limited is an Israel-based company that pioneered the home carbonation market. It sells soda makers that enable the consumer to prepare at home sparkling water or a variety of flavoured carbonated beverages. After its initial public offering in 2010, its chief executive officer sought to aggressively grow the company and set a $1 billion revenue target (from 2012 revenues of $436.32 million) by principally focusing on the U.S. market, the largest in the world for non-carbonated beverages. In addition to going up against global beverage behemoths, Coca-Cola Company and PepsiCo - whose advertising budgets alone are five to eight times SodaStream's revenues - SodaStream faces new competitors in Green Mountain Coffee Roasters and Primo Water Corporation, who pose a direct challenge to its ambitious goal.

SodaStream International Limited is an Israel-based company that pioneered the home carbonation market. It sells soda makers that enable the consumer to prepare at home sparkling water or a variety of flavoured carbonated beverages. After its initial public offering in 2010, its chief executive officer sought to aggressively grow the company and set a $1 billion revenue target (from 2012 revenues of $436.32 million) by principally focusing on the U.S. market, the largest in the world for non-carbonated beverages. In addition to going up against global beverage behemoths, Coca-Cola Company and PepsiCo — whose advertising budgets alone are five to eight times SodaStream’s revenues — SodaStream faces new competitors in Green Mountain Coffee Roasters and Primo Water Corporation, who pose a direct challenge to its ambitious goal.

SolarCity Corporation competed in the downstream segment of the U.S. solar energy industry. The company installed solar panels for residential and commercial customers, using a decentralized (off-the-grid) power generation and transmission model to compete with utility companies that used a centralized (grid-based) model. Solar energy was a renewable source (unlike fossil-based energy sources) and therefore scored highly on both environmental and sustainability factors. To overcome the high switching costs to customers, SolarCity marketed solar energy using a financing model in which the company owned the assets and the customer merely paid a monthly fee for the energy used. As a new player in a nascent industry, SolarCity had never been profitable. SolarCity’s co-founder and chief executive officer had to develop a plan to make the company profitable despite the fact that utility companies were fighting back politically and the government was set to reduce tax subsidies for solar assets in the near future.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Oikos Sustainability Case Writing Competition</strong></p><br>Chipotle Mexican Grill, Inc. competes in the fast casual segment of the restaurant industry. Its founder and current co-CEO has always emphasized not only good tasting food but also a commitment to sustainability through the mission statement: “Food with Integrity.” The company has positioned itself as a differentiator, using both food quality and a commitment to sustainability as factors that isolate it from its competitors. However, in 2012, the company faces a number of challenges from increased competition and rising food costs. As a result, a hedge fund investor has recently called for shorting the company’s stock. The co-CEOs must decide on the best course to confront these challenges as the company’s stock price is in a free fall.

Chipotle Mexican Grill, Inc. competes in the fast casual segment of the restaurant industry. Its founder and current co-CEO has always emphasized not only good tasting food but also a commitment to sustainability through the mission statement: "Food with Integrity." The company has positioned itself as a differentiator, using both food quality and a commitment to sustainability as factors that isolate it from its competitors. However, in 2012, the company faces a number of challenges from increased competition and rising food costs. As a result, a hedge fund investor has recently called for shorting the company's stock. The co-CEOs must decide on the best course to confront these challenges as the company's stock price is in a free fall.

In July 2012, Marissa Mayer was appointed chief executive officer (CEO) of Yahoo! Inc. and was tasked by Yahoo’s board of directors with turning around the company’s performance. Mayer’s ascension to the top position came with a number of challenges. Yahoo had seen seven CEOs come and go in its 18-year existence, five of whom had left within the last five years. In addition, Yahoo faced a number of corporate governance challenges, including the disgraceful exit of its former CEO amid charges that he had falsified his resumé, and the demands of an activist investor who was seeking four board seats to influence the company’s strategic direction. Mayer also had to decide on how best to use the proceeds from the partial sale of the company’s investment in the Alibaba Group, a Chinese Internet company. Mayer had to confront these issues prior to presenting her strategic plan to the company’s board in mid-September.

In July 2012, Marissa Mayer was appointed chief executive officer (CEO) of Yahoo! Inc. and was tasked by Yahoo's board of directors with turning around the company's performance. Mayer's ascension to the top position came with a number of challenges. Yahoo had seen seven CEOs come and go in its 18-year existence, five of whom had left within the last five years. In addition, Yahoo faced a number of corporate governance challenges, including the disgraceful exit of its former CEO amid charges that he had falsified his resumé, and the demands of an activist investor who was seeking four board seats to influence the company's strategic direction. Mayer also had to decide on how best to use the proceeds from the partial sale of the company's investment in the Alibaba Group, a Chinese Internet company. Mayer had to confront these issues prior to presenting her strategic plan to the company's board in mid-September.

Cargill, Inc., the privately owned, U.S.-based agribusiness company, was one of the largest sellers of palm oil in the world. Starting in 2007, the company was targeted by the Rainforest Action Network (RAN), a non-governmental organization (NGO) that advocated environmentalism. RAN targeted Cargill because the production of palm oil in countries such as Indonesia and Malaysia destroyed rainforests. RAN pressured Cargill's customers such as Nestle to demand palm oil produced by sustainable farming. Palm oil producers formed an industry monitoring body called the Roundtable on Sustainable Palm Oil (RSPO). A September 2011 announcement of Indonesia's withdrawal from the RSPO warranted a response from Cargill to combat the strident protest of RAN. Cargill's CEO had to come up with a plan of action to respond to RAN's demands.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Oikos Sustainability Case Writing Competition</strong></p><br>Cargill, Inc., the privately owned, U.S.-based agribusiness company, was one of the largest sellers of palm oil in the world. Starting in 2007, the company was targeted by the Rainforest Action Network (RAN), a non-governmental organization (NGO) that advocated environmentalism. RAN targeted Cargill because the production of palm oil in countries such as Indonesia and Malaysia destroyed rainforests. Pressure was put on Cargill’s customers, including Nestle, to demand palm oil produced by sustainable farming. Palm oil producers formed an industry-monitoring body called the Roundtable on Sustainable Palm Oil (RSPO). A September 2011 announcement of Indonesia’s withdrawal from the RSPO warranted a response from Cargill to combat the strident protest of RAN. Cargill’s CEO had to come up with a plan of action to respond to RAN’s demands.

Ron Burkle is an activist investor and stockholder of Barnes & Noble, Inc. (BN). In September 2010, through his company, The Yucaipa Companies (Yucaipa), Burkle filed a "Definitive Proxy" to challenge BN's slate of board-of-director nominees at the upcoming stockholder meeting. The proxy was made in response to a ruling against Yucaipa by the Delaware Chancery Court concerning a lawsuit that challenged Barnes and Noble's poison-pill provision, which prevented outsiders becoming majority stockholders. Burkle disagreed with BN's founder, chairman and owner of the majority stake in the company, Leonard Riggio, concerning BN's long-term strategy. While Burkle wanted the company to cede ground to Amazon in the digital reader marketplace and instead concentrate on BN's physical stores, Riggio believed that the Nook eReader should be the centrepiece of the company's strategy. Riggio had to respond to the Yucaipa proxy in the short-term and come up with a plan of action to retain control of the company in the long term.