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This social entrepreneurship case, anchored in 2018, portrays Go Baby Go's (GBG) founder Cole Galloway, Ph.D., debating how to scale GBG's impact given the numerous resource constraints. GBG was a project started by Galloway, a full professor at the University of Delaware. Galloway, a top physical therapy scholar, began to modify ride-on toy cars for his research on infants and mobility and serendipitously discovered that he was fulfilling an unmet need that could positively impact the development of hundreds of thousands of children and their families. What started with a simple idea - adapting ride-on toy cars turned into an international advocacy movement for infants and children with significant mobility issues. After eight years of organic growth with limited resources, Galloway was trying to figure out how to scale GBG's impact. The case describes Galloway's background, his journey as an "accidental" social entrepreneur, and his unique approach to scaling GBG. Through Galloway's experience, students will be able to discern social entrepreneurs' characteristics and analyze existing social enterprise growth strategies.

Starting in 2001, Inditex's Sustainability Department promoted with the Group's business units a unique chain that remained largely unknown to the general public: for&from. This labor inclusion project for people with mental disorders hinged on the creation of stores in collaboration with social organizations, following a franchising scheme. Inditex made an initial investment on these stores that maintained the image and quality that characterized the Group's chains. Inditex's brands sold their excess inventory at discount prices to these social enterprises, which, in turn, marketed them at outlet prices. The project intended to build an optimal support ecosystem for people with special needs, so that they would learn about retailing jobs, strengthen their self-esteem, and eventually manage to integrate themselves into society. This scheme relied on long-term partnerships with social organizations, with which Inditex built a hybrid value chain. By 2017, the program featured 13 stores in nine towns, with over 150 mentally-challenged employees, and it engaged five social organizations -namely, Fundación Privada el Molí d'en Puigvert ("Molí Foundation"), Moltacte, Cogami, APSA, and Fundación Prodis ("Prodis Foundation)- as well as five Inditex chains -Massimo Dutti, Bershka, Stradivarius, Oysho, Pull&Bear, and Tempe (a footwear and accessory manufacturer that supplied all chains). In the ensuing years, the program grew gradually, and by 2017 Inditex realized that it needed to assess options and make critical decisions about the social venture's future. Would it prove wiser to take this program online? Should Inditex carry this scheme to other countries? Did it make more sense to expand further in Spain first? How was the program's actual impact measured? Would it be best to create multi-brand outlets? Many questions filled program heads' minds at this juncture.

In November 2020, Henry Wilde, co-founder and CEO of Acelero, Inc., must decide whether to change his company's program model for delivering early childhood education to low-income children. One of the only for-profit Head Start providers in the United States, Acelero provided direct services through neighborhood childcare centers and operated a consulting arm to improve the services of other Head Start centers. The company had developed a reputation for excellence and was profitable, pleasing its investors. However, Senior Vice President of Family Engagement Lori Levine urged Wilde to change the company's process for interacting with parents. While Levine's preferred model had the potential to drive deeper social impact, it was not yet a proven success and did not have the potential to make Acelero's business more profitable. Further, if the new model failed, Wilde risked losing the credibility that he and his team had build in the early childhood education field over the company's 19-year history. Wilde and Levine had piloted the model at a single Acelero center, and the early results were promising. At the conclusion of the case, the CEO must decide whether to scale the program model to other centers, or whether to stay the course with his company's existing operations.

The fast development of e-commerce has changed the traditional supply chain and the packaging needs of stakeholders. As individuals, companies, governments and communities become more environmentally aware, logistics companies are under pressure to achieve sustainable packaging. This case is based on Cainiao, the logistics arm of e-commerce giant Alibaba. The company wants to promote sustainable packaging, but still faces many challenges. This case addresses the importance and challenges of sustainable packaging and calls on all stakeholders in the supply chain to work together. Using Cainiao and JD.com, this case also highlights that different business models may determine different ways of managing sustainable packaging.

In March 2006, Iftekhar Enayetullah and Abu Hasnat Md. Maqsood Sinha, the cofounders of Waste Concern, a social enterprise based in Dhaka, Bangladesh, and focused on developing innovative waste management solutions for cities in emerging Asia, faced their biggest challenge yet: scaling up their organization's activities and impact. The previous fall, working with a Dutch recycling firm, Waste Concern had secured approval from the United Nations and the Bangladeshi government for two projects under the Kyoto Protocol's Clean Development Mechanism, a policy program designed to spur infrastructure investments in emerging countries that would help reduce global greenhouse gas emissions. To move forward with the projects, Waste Concern also required access to the Matuail landfill, which was owned and operated by the Dhaka City Corporation, the city government of Bangladesh's capital. But despite the projects' obvious benefits to Dhaka and Waste Concern's lobbying of key local officials for months, the DCC still had not granted its permission, and it was unclear whether the DCC ever would. The clock was ticking for Enayetullah and Sinha. Was there a way to persuade the DCC to provide access to the landfill so that Waste Concern could pursue the two CDM projects at Matuail as planned? Or would the social entrepreneurs be better off taking a different path to scale Waste Concern's efforts to address urban waste management and global climate change?

This case follows the development of Daddy Lab, a Chinese social enterprise founded in 2015 by Wenfeng Wei. With extensive experience in product safety testing, Wei started Daddy Lab to tackle the social problem of poor-quality and hazardous consumer products used by children and their families in China. By identifying, testing, and reporting such products to the public via social media, Wei became an internet celebrity. Nicknamed "Daddy Wei," he racked up millions of followers on China's most popular social media platform, WeChat. In 2018, Daddy Lab received China Gold Social Enterprise certification from the China Charity Fair. That same year, Daddy Lab generated average monthly revenue of approximately ¥5 million by selling high-quality, non-hazardous products online. As Daddy Lab continued to grow and tackle its social mission, it faced numerous challenges. Social entrepreneur Wei realized that he faced the dilemma of trying to make the world a safer place for children and their families while making a profit to sustain this purpose. Wei had established a model to make profits through Daddy Lab's dual roles as a "reviewer" and a "seller" but wondered whether it was appropriate for this social enterprise. As Wei considered Daddy Lab's future, the following questions kept him awake at night: Was Daddy Lab's current business model effective in achieving its social and financial goals? How could Daddy Lab better manage its dual roles as a "reviewer" and a "seller"? How could Daddy Lab become more sustainable in the future?

For two decades progressive thinkers have argued that a more sustainable form of capitalism would arise if companies regularly measured and reported on their environmental, social, and governance (ESG) performance. But although such reporting has become widespread, and some firms are deriving benefits from it, environmental damage and social inequality are still growing. This article, by Timberland's former COO, outlines the problems with both sustainability reporting and sustainable investing. The author discusses nonstandard metrics, insufficient auditing, unreliable ESG ratings, and more. But real progress, he says, requires not just better measurement and reporting practices but also changes in regulations, investment incentives, and mindsets.

In October 2020, after spending almost a decade to turnaround Southern Bancorp, an Arkansan bank founded with the mission to provide financial services to rural, underserved communities, CEO Darrin Williams is wondering how Southern Bancorp should continue to grow. Since taking the helm of the bank, Williams has worked with his team to revamp the bank's finances, provide liquidity to its investors, raise new capital, and prove that the bank's operations (dubbed "the margin") reinforced its mission to provide financial services to underserved communities. Williams has several questions to consider in preparing Southern Bancorp's next phase of growth: Should he continue Southern Bancorp's efforts to grow in preparation for a traditional public offering? Or should he take advantage of the increasing public and private capital dedicated to racial equity to deepen the bank's mission and become a central player in the effort to close the racial wealth gap? Would listing Southern Bancorp in public markets disrupt the delicate balance between the mission and the margin? Was Southern Bancorp attractive enough to receive the dedicated capital flooding to close the racial wealth gap?

Urban Spring is a successful social enterprise. Every day, people in Hong Kong buy around 2.5 million bottles of water. Until Urban Spring marketed its award-winning high tech Well井 water fountains, most plastic containers were sent to landfill, adding hazardous chemicals to the environment. Urban Spring's founder has made it his mission is to reduce the city's plastic waste and to encourage people to take a more sustainable approach to bottled water. By providing consumers with clean chilled water - free of charge, 24/7, Urban Spring has replaced more than 5.28 million plastic bottles, which would otherwise have been sent to landfill. Led by its CEO, Ada Yip, the Urban Spring design team created a fountain that is monitored remotely for hygiene, water quality, and data collection. Units are leased to corporations, hotels, schools and learning institutions. With its second-generation fountains ready for release, the company now needs to make crucial decisions about its future expansion and potential partnerships.

Vox Capital was a pioneer as an impact investment company in Brazil, with the purpose of creating a world where businesses can generate positive social transformations. Vox Capital decided to invest in businesses that improve the current essential service provision, such as the Health Sector, and that contribute to the reduction of social inequalities in Brazil. In 2015, Vox Capital decided to invest in Magnamed, a Brazilian company, 100% national, which develops, manufactures and sells medical equipment, specialized in pulmonary ventilation for the care of hospital patients dependent on critical care (intensive care) and transportation of patients in ambulances. Around 70% of the Brazilian population relied on the public health system (SUS) when they needed assistance, especially low-income classes. But SUS had a mayor problem, which was the shortage of beds in hospitals, mainly due to lack of both equipment and trained personnel capable of operating them. Vox Capital invested in Magnamed because its products could make SUS better, reducing inequalities in access and quality of health service. Their products were cheaper, easy-to-use and were better adapted to the living conditions of our country (have longer-lasting batteries and take up less space). Magnamed's main markets were emerging countries, in which the characteristics of the Brazilian equipment were suited to local realities. In 2017, the company announced bold internationalization plans with the opening of its first international factory, with an investment of $ 2 million, in the United States. The situation portrayed in this case is fictional and reflects some questions faced by Gilberto Ribeiro, a partner of Vox Capital. In this scene, Gilberto was challenged during a public event by the moderator of the panel in which he participated with the question, "In seeking to grow abroad, does the company [Magnamed] continue with its social focus?

Arbusta was a social enterprise in the ICT sector, recognized for both the quality of its services and for employing disadvantaged youth. It had more than 300 employees at its headquarters in Buenos Aires and in its offices in Rosario, Montevideo and Medellín. By 2020, after six years of building Arbusta, each of its three founders was focusing on an important issue for the organization: i.e., close attention to customer relations, develop the talent of each person at Arbusta, and find better ways to structure Arbusta as a space where social and economic aspects coexisted. Through their testimonies and others from collaborators and clients, the case describes the evolution of this social enterprise. The dilemma faced by the three founders of Arbusta was about how to grow: should Arbusta specialize in a basic service such as testing or should it expand its range of services to include the development of the company's human talent?

Dasra, a pioneer in the Indian Strategic Philanthropy space founded by a husband and wife team, had grown and evolved with the fast changing philanthropy scene in India. By 2017 it had managed to raise nearly $100 million of new capital for NGOs and Nonprofits in India. At the same time, the rapid growth demanded internal changes that stretched the organization and raised questions regarding structures, systems and capabilities.

In January 2021, Chesca Colloredo-Mansfeld (MBA '92), cofounder and executive director of MiracleFeet, a nonprofit dedicated to eradicating untreated clubfoot for good, found herself at yet another crossroad. In just over a decade, the organization, which partnered with local clinics to provide low-cost, nonsurgical solutions to one of the world's leading causes of disability, had treated just over 50,000 children in 29 countries, nailing nearly every ambitious goal to date. Notably, it had accomplished this with just over $31 million in funds raised. And with programming costs of just under $500 per child, treatment with MiracleFeet had proven to be one of the most cost-effective, high impact health initiatives in the world. But a hole remained. Over the prior decade, Colloredo-Mansfeld had faced a number of challenges. These included how best to harness the power of data to operate more efficiently and effectively, deliver the highest-quality programming, and provide meaningful data for donors that, in turn, informed the programming process in a continuous feedback loop. Indeed, Colloredo-Mansfeld had figured out how to use data to drive performance, retain and inform major donors, and manage impact but she struggled with how to scale the organization beyond the low-income model. Since inception, MiracleFeet had focused primarily on countries with poor access to health care. However, in order to solve the issue of untreated clubfoot globally, Colloredo-Mansfeld would have to figure out how to leverage data to forge a new pathway beyond low-income countries.

This article examines aspects related to diversity and inclusion in the context of media products. Specifically, it looks at key issues surrounding strategies to increase diversity and inclusion in comic books that come up short because of problems of implementation and execution. Using the context of Marvel Comics' "All-New, All-Different" strategy, whereby the firm created a myriad of new characters from traditionally underrepresented backgrounds, we explain how diversity strategy can backfire. In our analysis, both netnographic and interview data show how issues of perceived tokenism and of content creation without appropriate depth can thwart consumer acceptance of diversity and inclusion strategies. Consumer rejection of these strategies can harm both sales and brand equity. Implications for marketing managers and content creators are discussed.

Two new books--"The Game Is Not a Game" and "Football's Fearless Activists"--offer some useful context for examining the current relationship between athletics and activism, from Colin Kaepernick's kneel to the NBA Bubble.

Set in the midst of the Covid-19 pandemic in May 2020, the case illustrates Pinduoduo's agile response to the crisis and its corporate social initiatives on rural revitalisation in China. Established in 2015 in Shanghai, Pinduoduo's meteoric rise to become the third-largest shopping platform in China (after Alibaba and JD) was fuelled by its unprecedented growth within the first three years of its founding. Valued at an estimated US$63 billion in May 2020, the Nasdaq-listed tech giant was not only adept at pivoting its business model during its early days, but had also pursued an innovative concept of team purchase, coupled with social sharing, viral marketing, and gamification as its growth and user engagement strategies. A key part of Pinduoduo's initial user acquisition was targeting the untapped rural market of nearly 600 million people in China. In giving back to society, it aimed to create meaningful impact on farmers' livelihoods. The firm's "Internet + Agriculture" model enabled growers to bypass unnecessary intermediaries to reach the consumers' markets more quickly and profitably. Poverty-stricken farmers who participated in the Duo Duo Farm programme had the opportunity to attend entrepreneurship training, and obtain subsidies, resources and advice. Through these collective social initiatives, farmers could benefit from improved productivity, higher quality products and most importantly, increased incomes. During the Covid-19 outbreak, Pinduoduo stepped in to support farmers' sales of agricultural produce on its livestreaming channels as well as the spring planting season. As the country gradually emerged from the crisis, how could Pinduoduo strike a balance between its sustainability efforts and the pursuit of its core business as an e-commerce platform?

Set in the year 2019, this case looks at the development of Basic Healthcare Services (BHS), a primary healthcare organization in India based out of Udaipur, Rajasthan, and its efforts to achieve sustainability. This case sheds light on the state of primary healthcare in India and, in doing so, unravels the underlying challenges of setting up and running a privately-led primary healthcare delivery organization in rural India catering to people at the bottom of the pyramid. It shows how building physical infrastructure alone is not enough to provide last-mile primary healthcare coverage to people living in the rural hinterlands. BHS, under the leadership of its Founder-Director Dr. Pavitra Mohan, engaged with rural communities to build their trust in allopathic healthcare and wean them away from pseudo-practitioners, and created systems that would address their health needs. This case gives readers a glimpse of Mohan's formative years and the many challenges he had to overcome to realize his vision of providing affordable and accessible last-mile healthcare. One of BHS's successful strategies was to engage with the communities it served and forge meaningful collaborations. A small but dedicated team of healthcare professionals and community workers delivered compassionate care and conducted outreach in poor rural communities. It relied on grant aid to finance its operations. The primary issue confronting BHS in 2019 was how to achieve financial viability and catalyze the growth of the organization.

Wes Hall founded Kingsdale Advisors and built it into one of Canada's leading shareholder services and advisory firms. Influenced by the Black Lives Matter (BLM) movement and a series of social injustices-specifically the death of George Floyd in police custody-Hall had an idea to use his privilege, power, and position to make a social impact. He decided to risk his financial security and potentially jeopardize his reputation to launch a new venture, BlackNorth Initiative (BNI), to combat systemic racism. After an initial burst of positive reactions to the BNI, Hall was left with the questions that confront every entrepreneur: What problem am I addressing? What solution should I pursue? Am I the right person to take on this challenge? Who do I need on my team? Hall wants BlackNorth Initiative to have lasting impact after the momentum of the BLM fades. Just two months after launching BNI, Hall faced a dilemma: a leading Canadian businessman and philanthropist offered to donate $1,000,000 to the BNI if they would establish a cultural center for Black Canadians. As Founder and Chairman of the BlackNorth Initiative, Hall had a decision: should he accept the funds and build the center? Could a cultural center help dismantle anti-Black systemic barriers from the bottom up and help legitimize BNI with community activist groups? Or would the costs of establishing and running a center ultimately dilute his focus and diffuse the power of his initial idea?