The One Fund case was written to challenge students to think more deeply about the relationships between institutions, policies, and stakeholders. The case was designed to help students understand the complexities of planning, organizing, and executing a complex mission over a short period of time with cooperating and conflicting institutional interests, varying societal expectations, and embedded relationships developed over decades. Our intent is to deliver a modest contribution to exploring how the relations between institutions and policies are positively affected when combined with determined entrepreneurial actions. The case was written for use in a class on Institutions and Policies. It may also be used in an undergraduate strategy class to introduce students to strategy in the area of non-profits. In this context, we explore the relationship between non-profit and for-profit enterprises, comparing the mutual interests of the constituents they serve. Lastly, we introduce students to antecedents that help form the PEST factors that influence firm-level strategic choice.

Sullivan Container operated both new industrial steel barrel production and the reconditioning of industrial steel drum and plastic containers in several plant locations in the United States. The firm operated in an industry with a checkered past, characterized by periods of price fixing and environmental problems. A new management team acquired the firm in 2007 and began revamping manufacturing practices and focusing on environmentally sustainable practices. Faced with the severe economic crisis in 2009, the firm continued to pursue sustainable practices, but now faces a critical question as investment costs in sustainable practices increase. The key question we explore is: Given the industry history, will build sustainable practices into their business model drive a customer's Willingness to Pay? The case allows students to explore the challenges of creating a Willingness to Pay for aspects of value creation that may have no immediate positive effect on their customer's internal operations.