In June 2021, as Toronto-based Flashfood Inc. (Flashfood) continued to grow dramatically, its founder and chief executive officer was facing critical questions about how to manage both the firm’s mission and its business model. Flashfood partnered with grocery chains to sell near-expiry food to consumers via an app, and it had an expanding network of locations in Canada and the United States. The firm had a clear sustainability-driven objective: to reduce food waste and feed people more affordably. But how should the firm focus its ongoing investment and scarce resources—both strategically, in terms of market development and service offerings, and tactically, in terms of product pricing and app improvement? Could the firm achieve sustained success while avoiding any potential tendency to drift from that mission? Note to instructors: This case also includes a supplemental student spreadsheet. See "Supporting Materials" section below to download.
In June 2021, as Toronto-based Flashfood Inc. (Flashfood) continued to grow dramatically, its founder and chief executive officer was facing critical questions about how to manage both the firm's mission and its business model. Flashfood partnered with grocery chains to sell near-expiry food to consumers via an app, and it had an expanding network of locations in Canada and the United States. The firm had a clear sustainability-driven objective: to reduce food waste and feed people more affordably. But how should the firm focus its ongoing investment and scarce resources-both strategically, in terms of market development and service offerings, and tactically, in terms of product pricing and app improvement? Could the firm achieve sustained success while avoiding any potential tendency to drift from that mission?
The release of Tesla Inc. (Tesla)'s financial results in early 2019 made it clear that significant challenges lay ahead for the firm. While Tesla remained the market leader for electric vehicles in the global automobile industry, sales had dropped dramatically, and Tesla was once again losing money. Its recent launch of the Model 3 held great promise and added a key vehicle to its growing product portfolio, but customer complaints about late delivery were on the rise. As a leader of electric vehicles in the global automobile industry, which capabilities are most important for Tesla to further develop, and how broadly should the firm stretch its supply chain and service network? Were changes to the firm's strategy required in order to advance its mission to accelerate the world's transition to clean energy?
The release of Tesla Inc. (Tesla)’s financial results in early 2019 made it clear that significant challenges lay ahead for the firm. While Tesla remained the market leader for electric vehicles in the global automobile industry, sales had dropped dramatically, and Tesla was once again losing money. Its recent launch of the Model 3 held great promise and added a key vehicle to its growing product portfolio, but customer complaints about late delivery were on the rise. As a leader of electric vehicles in the global automobile industry, which capabilities are most important for Tesla to further develop, and how broadly should the firm stretch its supply chain and service network? Were changes to the firm’s strategy required in order to advance its mission to accelerate the world’s transition to clean energy?
The director of World Tailors, a small Canadian manufacturer that employed immigrant and refugee women to sew high-quality aprons, napkins, and market bags, wondered how all of the needed products would be completed for the 2017 December holiday season. During the past seven years, demand for World Tailor products had steadily increased from craft markets, online orders, and retail stores. How could the capacity of its current operations be better managed and expanded? World Tailors was more than a local manufacturer: it supported courageous women, who had recently arrived in Canada as refugees and immigrants, to integrate into the community. Would reorganizing as a business co-operative better balance the unique social mission of the organization?
The director of World Tailors, a small Canadian manufacturer that employed immigrant and refugee women to sew high-quality aprons, napkins, and market bags, wondered how all of the needed products would be completed for the 2017 December holiday season. During the past seven years, demand for World Tailor products had steadily increased from craft markets, online orders, and retail stores. How could the capacity of its current operations be better managed and expanded? World Tailors was more than a local manufacturer: it supported courageous women, who had recently arrived in Canada as refugees and immigrants, to integrate into the community. Would reorganizing as a business co-operative better balance the unique social mission of the organization?
<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - John Molson MBA Case Writing Competition</strong></p><br>In 2013, Nestlé SA, in an effort to integrate sustainability into its business model, has recently established the NESCAFÉ Plan. This multi-faceted plan is based on creating shared value. It emphasizes sustainability as a source of competitive advantage and wealth creation, rather than viewing sustainability as a cost to be incurred to minimize risks and protect the company’s reputation. Nestlé’s creating shared value manager in the Beverages strategic business unit faces two core dilemmas in executing this plan in China. In the short term, should Nestlé purchase green coffee beans that are socially or environmentally certified (e.g., Fairtrade), or should it instead expand its efforts to work directly with farmers to develop better farming practices? Longer term, would a backward integration into coffee farming provide a better means of ensuring that sustainability is embedded in the business model?
In early 2014, the senior vice-president of the Ontario Teachers' Pension Plan is considering two investment opportunities in the oil and gas industry brought forward by his team. He is trying to understand how to ensure that the principles underpinning responsible investing are incorporated in the decision about which to choose. Each investment looks very attractive, but a growing stream of controversies surrounding oil sands extraction, pipeline safety and environmental protection has raised concerns. He faces multiple questions: How can the impact of these environmental, social and governance issues be quantified precisely? Can they be translated into an informed investment decision that the organization’s stakeholders will accept? What approach to responsible investing is appropriate for a pension fund? What alternative methods of incorporating these issues into the investment decision process should be considered?
In early 2014, the senior vice-president of the Ontario Teachers' Pension Plan is considering two investment opportunities in the oil and gas industry brought forward by his team. He is trying to understand how to ensure that the principles underpinning responsible investing are incorporated in the decision about which to choose. Each investment looks very attractive, but a growing stream of controversies surrounding oil sands extraction, pipeline safety and environmental protection has raised concerns. He faces multiple questions: How can the impact of these environmental, social and governance issues be quantified precisely? Can they be translated into an informed investment decision that the organization's stakeholders will accept? What approach to responsible investing is appropriate for a pension fund? What alternative methods of incorporating these issues into the investment decision process should be considered?
The director of logistics at Walmart Canada, was developing plans for a new distribution centre in Alberta. Senior management had presented her with a challenge: why not build the most sustainable distribution centre in the world? Yet, much remained unclear about how to translate this challenge into specific actions, while keeping in mind corporate goals for sustainability. Her team now was exploring three options that promised to be significantly greener: hydrogen fuel cells for forklift trucks, LED lighting and renewable energy generation from on-site wind turbines. Any investment in these sustainable technologies had to make business sense, and any decision could dramatically affect the distribution centre’s operating performance.
The director of logistics at Walmart Canada, was developing plans for a new distribution centre in Alberta. Senior management had presented her with a challenge: why not build the most sustainable distribution centre in the world? Yet, much remained unclear about how to translate this challenge into specific actions, while keeping in mind corporate goals for sustainability. Her team now was exploring three options that promised to be significantly greener: hydrogen fuel cells for forklift trucks, LED lighting and renewable energy generation from on-site wind turbines. Any investment in these sustainable technologies had to make business sense, and any decision could dramatically affect the distribution centre's operating performance.
The CEO of Britannia Industries Ltd, a manufacturer of bakery products, was at a crossroads. Two years earlier, the firm had started providing specially fortified biscuits to small groups of school-going children in selected locations in India. The product offered a step toward addressing the widespread national problem of malnutrition and, unlike corporate philanthropy, this initiative was an extension of what the company was fundamentally good at – making biscuits. After early signs of success, Britannia’s CEO faced two challenges. How should Britannia scale up the manufacture and distribution of social products? And, how should the firm develop the social products into a sustainable business?
The executive vice president of sustainability and corporate affairs at Monsanto was facing a difficult situation that could dramatically reshape the firm's business. A decade earlier, the firm had introduced into India, through a joint venture, the first in-the-seed cotton trait biotechnology. This trait protected cotton crops against potentially devastating pests, thereby reducing the need for pesticides and improving yields. Subsequently, three Indian state governments imposed a price ceiling on these biotech seeds. In addition, by 2010, the company was facing competition from over 40 Indian seed companies that offered similar or competing biotechnology cotton seeds. Also, a federal ministry had overruled the recent regulatory approval for a second, indigenously developed biotech crop, brinjal (eggplant). How should a technology innovator such as Monsanto deal with an unpredictable regulatory approval process in an increasingly competitive marketplace? Looking forward, two new in-the-seed trait technologies were being considered for introduction to Indian farmers. Should Monsanto proceed and, if so, how? More generally, what should the firm's long-term approach be in this promising market?
The executive vice president of sustainability and corporate affairs at Monsanto was facing a difficult situation that could dramatically reshape the firm's business. A decade earlier, the firm had introduced into India, through a joint venture, the first in-the-seed cotton trait biotechnology. This trait protected cotton crops against potentially devastating pests, thereby reducing the need for pesticides and improving yields. Subsequently, three Indian state governments imposed a price ceiling on these biotech seeds. In addition, by 2010, the company was facing competition from over 40 Indian seed companies that offered similar or competing biotechnology cotton seeds. Also, a federal ministry had overruled the recent regulatory approval for a second, indigenously developed biotech crop, brinjal (eggplant). How should a technology innovator such as Monsanto deal with an unpredictable regulatory approval process in an increasingly competitive marketplace? Looking forward, two new in-the-seed trait technologies were being considered for introduction to Indian farmers. Should Monsanto proceed and, if so, how? More generally, what should the firm's long-term approach be in this promising market?
Bruce Ballantyne had recently joined CRP Products (CRP) of Stratford, Ontario, to help review the company's operations and assess what changes were necessary to keep up with demand. Although it was early 2011, and the peak season was still four months away, Ballantyne knew that he would have to determine what equipment was needed over the next three weeks to ensure it was delivered and installed before the peak season. Jamie Bailey, the owner of CRP, had also concluded that CRP did not have the financing available for both the new equipment needed to make its unique design of outdoor furniture and the seasonal working capital required to support inventory and accounts receivable. He had turned to Ballantyne to develop a solution that would keep up with demand, keep inventory low and work within the available financing.