Case studies

Jerónimo Calderón and euforia: Mobilizing youth for social impact

F. HOOS, E. HENRY

2014

Since its founding in 2007, euforia - a Swiss social initiative "by youth, for youth" - and hundreds of volunteers have administered dozens of events and activities that have offered concrete opportunities for over 3,500 youth to make a social impact. euforia and its co-founder Jerónimo Calderón have been recognized for catalyzing social change both within Switzerland and internationally, attracting support from a range of national and international partners. Originally focusing on certain core programmatic offerings, euforia also experimented with new initiatives and funding sources as it grew. As a result, in 2013, euforia was at a crossroads. It could continue down the path of revising its business model to scale its activities; pull back to preserve its original youth-centric social mission, organizational structure, and programs; or find a solution somewhere in between.

Keywords: Social Entrepreneurship, social impact, social value, impact investing, double bottom line, social mission, scaling, social business, business model, non, profit.

African Solar Rise: Electrifying Rural Tanzania

S. AFLAKI, A. MASINI

2014

The case is about a German NGO that provides solar energy solutions in Tanzania and faces several challenges in order to scale its organization to generate much-needed revenue.
It examined the NGO, African Solar Rise (ASR), as it worked to improve its supply chain operations and last-mile distribution challenges while raising necessary capital to put it on more solid footing

Keywords: Accounting/Finance; Base of the Pyramid; Economics; Emerging and Developing Economies; Emerging Markets; Entrepreneurship & Innovation; Frontier Markets; International Business; Marketing/Sales; Operations Management/Supply Chain; Social Enterprise (Social Entrepreneurship); Social Impact; Strategy & Management; Sustainability

After the Spin-off from Accor: Creating a New Strategy for Edenred

P. DUSSAUGE, F. LEROY

2014

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years.

Keywords: Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

P. DUSSAUGE, F. LEROY

2014

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off.

Keywords: Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation.

Combining Business and Societal Objectives at Danone

F. DALSACE, B. FAIVRE-TAVIGNOT

2014

Danone is a leading European food multinational company who has been aggressively pursuing societal ("CSR") objectives for more than 40 years, and has developed an even more ambitious dual project since 2008. In 2011, in the aftermath of the worldwide crisis, the firm finds it increasingly difficult to meet its growth and profit objectives. Some voices in the Executive Committee are complaining that the societal agenda is putting undue pressure on the business.

The case briefly outlines Danone history and describes the organization and platforms enabling the firm to implement its new vision, which integrates business and societal objectives. The different platforms are illustrated by 12 examples of societal projects conducted throughout the world. In many instances the case hints at the way Danone uses CSR as a lever for transforming the company.

Danone needs to reexamine its societal approach to see whether it hinders or helps achieve business results. This begs the questions of 1) the legitimacy of Danone's management to develop these CSR initiatives 2) the method chosen by the firm to do so (how is Danone developing its dual approach?) and 3) the results accomplished so far.

Keywords: Corporate Social Responsibility (CSR), General Strategy, Inclusive Business Models, Social Business.