social enterPrise

Academic institutions around the world use course materials from Harvard Business Publishing to add dynamic, real-life perspectives

to undergraduate, MBA, and executive education courses.

course materials 2011

c a s e s

a r t i c l e s

o n l i n e c o u r s e s

b o o k s • c h a p t e r s

NEW &

POPULAR

Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

• Babson College

• Business Enterprise Trust

• Business Horizons Magazine

• California Management Review

• Darden School of Business

• Design Management Institute

• Ivey School of Business

• International Institute for Management Development (IMD)

• IESE Business School

• INSEAD

• Kellogg School of Management

• Rotman Magazine

• Stanford Graduate School of Business

• Sloan Management Review

• Social Enterprise Knowledge Network

• University of Hong Kong

Customer service is available 8 am to 6 pm et, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada)

tech support is available 8 am to 8 pm et, Monday through thursday, 8 am to 7 pm et Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S. and Canada)

Email: custserv@hbsp.harvard.edu Web: hbsp.harvard.edu

casesCases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Acumen Fund: Measurement in Venture Philanthropy (A)Acumen Fund is a global venture capital firm that focuses on entrepreneurial solutions to poverty. The organization must decide whether to fund two ventures in Kenya. One would serve low-income populations, but its financial sustainability is unclear. The other reaches middle-income populations but also could extend to low-income citizens. Harvard Business School. #310011

B Lab: Building a New Sector of the Economy The founders of B Lab, an independent non-profit, have set out to establish a new class of business called a “for benefit” corporation that would balance social benefit with business value. They have three interrelated strategy initiatives to help create the for-benefit distinction. The case has students examine whether these steps will be the key to B Lab’s success or a factor in their failure. Harvard Business School. #411047

Burt’s Bees: Managing Growth and SustainabilityBurt’s Bees starts in 1984 selling beeswax candles at craft fairs and grows into a national brand offering natural skin, hair care, and bath products. Now, two years after being acquired by The Clorox Company, the firm is at a crossroads. Can Burt’s Bees continue to be a leader in environmental innovation as part of a public company with responsibility to shareholders? Harvard Business School. #410704

Cultivating Social Enterprise in Peru: A Portfolio ApproachCARE Enterprise Partners (CEP) funds and supports three social enterprises in different stages of development. The three are locally reliant, market-driven models and, if successful, could further Peru’s rural development in mountainous areas. Each enterprise confronts unexpected challenges in customer relations, cost management, sourcing, and distribution. Students are asked to reposition these ventures for sustainable growth. Ivey School of Business. #908M47

Driving Sustainability at Bloomberg L.P. This case describes the addition of environmental, social, and governance (ESG) performance indicators to the Bloomberg terminal, a computer system that provides real-time financial data and news. Growing out of Bloomberg’s broader sustainability initiatives, ESG provides an example of how individuals can create positive social change in a large corporation and the impact ESG data could have in the future. Harvard Business School. #411025

FIJI Water and Corporate Social Responsibility—Green Makeover or “Greenwashing”?In 2008, FIJI Water is the leading imported bottled water brand in the U.S. The case focuses on how the company has responded to a number of corporate social responsibility issues, including measuring and reducing its carbon footprint, accountability to key stakeholders, and Fijian government concerns about taxation and transfer pricing issues. Ivey School of Business. #909A08

h B S P . h A R VA R D . E D u 1

2 s o c i a l e n t e r p r i s e • 2 0 1 1 u p d at e

Green Rubber: The Revolution of the Rubber Recycling BusinessThe Petra Group uses its patented DeLink technology to produce reusable rubber, which it brands as Green Rubber. Petra’s subsidiary, Green Rubber Global, opens the first U.S.-based rubber recycling plant in New Mexico, with the support of the state government. However, there is skepticism within the rubber industry about not only the cost-efficiency of DeLink technology but also the quality of Green Rubber, partly due to the firm’s failure in the market a decade ago. University of Hong Kong. #HKU835

Gas Natural BAN’s Strategy for Low-Income SectorsThis case focuses on Gas Natural BAN’s project to provide natural gas to five low-income neighborhoods in suburban Buenos Aires. It demonstrates how the business model has evolved to serve low-income sector customers and describes the company’s partnership with Foundation for Social Housing (FPVS). The FPVS collaboration model and its potential for expansion to other neighborhoods with different conditions is in question as Gas Natural sets its future strategy. Social Enterprise Knowledge Network. #SKE137

FuTuR—Working Towards Social InclusionFUTUR aims to create social and labor opportunities for ex-convicts, single mothers, battered women, the homeless, drug and alcohol addicts, and immigrants with problems adapting to life in Barcelona. Students explore FUTUR’s portfolio of activities to decide whether the individual ventures contribute to fulfilling the organization’s mission. Social Enterprise Knowledge Network. #SKE121

hand in hand, IndiaHand in Hand is a nonprofit organization focused on community development. The firm’s approach includes microfinance—which has been operating at a loss but is soon to be managed through a for-profit, nonbanking financial company. Hand in Hand hopes to make microfinance sustainable by charging higher interest rates, increasing loan sizes, and billing clients for business training and mentoring services. But can their clients manage larger loans and afford higher interest rates and fees for services that have traditionally been provided for free? Stanford Graduate School of Business. #E372

International AIDS Vaccine InitiativeThe International AIDS Vaccine Initiative (IAVI) has pioneered ways of addressing inadequate incentive structures that have prevented progress toward vaccines for AIDS. In 2008, IAVI invests further in its own laboratories and research infrastructure, moving a step upstream in vaccine development partnerships and clinical research. Harvard Business School. #310015

La FagedaFor over 25 years, Cristobal Colon has managed La Fageda, a cooperative near Barcelona that produces yogurts and dairy puddings and employs a large share of the local mentally challenged population. Colon has been able to place these yogurts next to industry leader Danone products on supermarket shelves in Spain. Colon wonders if La Fageda can maintain its position while upholding its founding spirit and ensuring social and labor integration for people with mental disabilities. Social Enterprise Knowledge Network. #SKE119

Ma Jun and the IPE: using Information to Improve China’s EnvironmentThe Institute of Public & Environmental Affairs, founded and led by prominent Chinese environmentalist Ma Jun, aims to be a catalyst in “greening” China’s manufacturing facilities. By mid-2009, IPE has compiled data on 47,000 air and water violations. To get off the list, corporations must take corrective actions and accept IPE-supervised environmental audits of their Chinese factories. Stanford Graduate School of Business. #SI115

h B S P . h A R VA R D . E D u 3

The Robin hood Foundation Founded in the wake of the 1987 stock market crash, the Robin Hood Foundation raises money from the wealthy to fight poverty in New York City. Twenty years later and amid another financial crisis, the foundation feels increasing pressure to achieve the greatest social impact for donors and examines methods of measuring the social performance of program grants. Harvard Business School. #310031

Salud Digna: Dignified health for Everyone Salud Digna, a Mexican provider of diagnostic medical tests to the poor, has achieved considerable growth and financial success. As the CEO considers his strategic growth options for the next three years, he must consider whether transforming the company into a for-profit, with access to greater capital, would cause the organization to lose its social mission. Harvard Business School. #311051

Social Enterprise under Adversity: Bridge EXP in Kibera (A)The case illustrates the opportunities, challenges, and trade-offs involved in developing a pro-social business venture through the relationship between Nairobi-based Insta Products and Bridge EXP, a Toronto-based nonprofit volunteering consultancy. Insta, which produces enriched flour, must decide on a distribution strategy. Students assume the role of Insta representative or Bridge EXP consultant to make this decision. Ivey School of Business. #909M50

Yogurt Mamas: Probiotics in TanzaniaThe Mwanza-based Yogurt Mamas have emerged as entrepreneurial role models in their communities—with funds from Western donors and an exciting new technology, they seem poised for success. The case illustrates a grassroots path to self-sufficiency in a subsistence market context, tasking students to analyze the hurdles to profitability and suggest working solutions to expand the venture. Ivey School of Business. #909M51

Sowers Action (A): The First Ten YardsSowers Action was founded to improve the level of education in remote areas of China by subsidizing poverty-stricken students, building safe school premises, and enhancing the qualifications of teachers. The organization’s business model leads it to quick, unprecedented success in its start-up phase. What differentiates Sowers Action from its peers and what are the major factors that have contributed to its early success? University of Hong Kong. #HKU868

Sustainability Challenges in the Shrimp Industry (A)This case presents systems thinking and game theory to help students formulate policy recommendations in the shrimp industry, which is dependent on the conservation of natural resources. Students construct a stock-flow map that depicts the interactions between markets, pricing, production, policy, and environmental events. The case also explores stakeholder perspectives and presents an actual map constructed by a consultant working in the shrimp industry. Darden School of Business. #UV3569

TeaBox—Running Tuck Shops in hong Kong Schools (A)TeaBox, a small, food-selling retail shop located in secondary schools in Hong Kong, is run by a nongovernmental organization that uses social workers as employees, a novel way of serving the community. When an evaluation identifies poor management as the cause of financial losses as well as employee complaints, the superintendent of TeaBox investigates options that will make the venture successful. Ivey School of Business. #908M32

4 s o c i a l e n t e r p r i s e • 2 0 1 1 u p d at e

united WayAfter United Way CEO Brian Gallagher begins shifting the organization’s focus from old-school fund-raising to community impact, Gallagher and local leaders like Elise Bulk, CEO of the United Way of Greater Los Angeles, face a series of challenges regarding how best to use United Way’s resources to address the root causes of social problems. Harvard Business School. #310014

Popular Cases

Timberland: Commerce and JusticeThis case explores a well-developed, value-centric business in which management faces two emerging challenges: how to measure the impact of social justice activities and how to export values-based strategy abroad. The development of Timberland’s innovative commerce and justice strategy sheds light on how strategic alignment can provide energy, synergy, and resources critical to developing a successful social responsibility program within a for-profit company. Harvard Business School. #305002

Starbucks and Conservation International Starbucks has been collaborating with Conservation International to support small coffee farms that protect endangered habitats. The initial project results in the incorporation of shade-grown coffee into the Starbucks product line, providing an attractive alternative market for the farmer cooperatives when coffee producers are in economic crisis due to plummeting world prices. Starbucks also faces growing pressures from nonprofit organizations in the Fair Trade movement and their demands for higher prices for farmers. The company re-examines its alliance with Conservation International and evaluates new coffee procurement guidelines aimed at promoting environmentally, socially, and economically sustainable coffee production. Harvard Business School. #303055

Nestle: Sustainable Agriculture InitiativeSwiss food giant Nestle attempts to improve the performance of its agricultural commodity suppliers to raise quality, lower costs, and contribute to sustainable development. Its initiatives focus first on coffee, cocoa, and milk. Nestle managers assert that the initiatives deliver both private benefits (better quality and reduced costs to the firm) and social benefits (higher incomes for farmers, better environmental quality in farming regions). Questions include the ways in which these programs create value for shareholders, the manner in which they should be marketed, and their efficacy in addressing social issues. Harvard Business School. #705018

Æ Find more cases at hbsp.harvard.edu

h B S P . h A R VA R D . E D u 5

articlesArticles from Harvard Business Review and other renowned journals provide up-to-the-minute ideas from the best business thinkers.

New Articles

8 Reasons Sustainability Will Change Management This article identifies eight significant ways that current management expectations and practices will be affected by growing societal and economic understanding of sustainability. Among them: how labor productivity can be dramatically increased by sustainably designed workplaces, how companies “bump into” sustainability-related choices, how a company’s sustainability profile will become a proxy for the organization’s overall management quality, how innovation results are improved by pursuit of sustainability-related outcomes, how sustainability efforts within an organization can lead to more productive collaboration across typical organizational silos, and how transparency and trustworthiness will become increasingly consequential to competitive success. Sloan Management Review. #SMR328

Green Retailing: Factors for SuccessThis article examines the practices of leading green retailers, detailing the different coordination roles required by retailers as they work with suppliers (and customers) in greening their value chains. It identifies three broad dimensions of green retailing—internal improvement, external coordination, and supportive development. The article also explores the critical capabilities required for firms to achieve success and presents a strategy loop with practical steps to help retailing executives incorporate green practices. California Management Review. #CMR445

It’s Time to Take Full Responsibility In this article, Rosabeth Moss Kanter describes a not-so-distant future where companies will be held accountable not just for financial performance but also for their societal impact up and down the value chain: the type and origin of supplies used; what customers do with their purchases; how much a product improves lives; and the costs and benefits to all communities and parties touched along the way. Harvard Business Review. #F1010F

One CEO’s Trip from Dismissive to ConvincedIn 1994, when Interface Inc.’s founder and CEO Ray Anderson begins to think about his legacy, it makes him uneasy that the business model of his commercial carpet manufacturing company is based on “digging up the earth and turning petroleum and other materials into polluting products that end up in landfills.” At age 60 Anderson starts over. The article presents a timeline that illustrates how Anderson’s “mental model” changes and the ways he and his company have moved along the road to sustainability—and continued profitability. Sloan Management Review. #SMR331

Æ Find more articles at hbsp.harvard.edu

online coursesnew! Now available in SectionsOnline courses introduce complex subjects and can be used in advanced undergraduate business courses, as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online courses are available as complete courses or in sections.

Mathematics for ManagementReviews key mathematics concepts and skills used in the MBA curriculum and in business.

� Complete Course #3350 � Algebra Section #6004 � Calculus Section #6006 � Statistics Section #6007 � Probability Section #6008 � Finance Section #6009

Spreadsheet ModelingDemonstrates how to use Excel functionality to solve business problems.

� Complete Course #3252 � Introductory Section #6010 � Advanced Section #6011

Æ Find more online courses at hbsp.harvard.edu

books & chaptersIndividual chapters may be integrated into course materials, while books may serve as primary class texts.

A Fistful of Rice: My unexpected Quest to End Poverty through Profitability Poverty is an overwhelming global problem. Microfinance, small loans to impoverished individuals, initially attracted attention as help for the poor but did not achieve the scale, scope, and profitability necessary to substantially combat poverty. All that changed with Vikram Akula’s creation of SKS Microfinance, the world’s fastest-growing microfinance organization, which provides collateral-free loans for income generation. In this book, Akula reveals how he pieced together the best of philanthropy and capitalism to help millions of people. #14666

The Power of unreasonable People: how Social Entrepreneurs Create Markets That Change the WorldThis book profiles several highly unconventional entrepreneurs who are solving some of the world’s most pressing economic, social, and environmental problems. The book explores the practices these pioneers are using to disrupt existing industries, value chains, and business models—and in the process creating fast-growing markets around the world. Providing an on-the-ground look at this new breed of entrepreneur, the book reveals how these innovators have built their enterprises, how their work will shape risks and opportunities in the coming years, and what tomorrow’s leaders can learn from them. Available in chapters. #4060

6 s o c i a l e n t e r p r i s e • 2 0 1 1 u p d at e

Strategy for Sustainability: A Business Manifesto More than ever before, consumers, employees, and investors share a common purpose and a passion for companies that do well by doing good. These challenges represent unprecedented opportunities for big brands—such as Clorox, Dell, Toyota, Procter & Gamble, Nike, and Walmart—that are implementing integral, rather than tangential, strategies for sustainability. These companies offer a practical framework for change, which involves engaging employees, using transparency as a business tool, and reaping the rewards of a networked organizational structure. Sustainability is becoming a true competitive strategic advantage and building it into the core of a business may ensure that a company will thrive. Available in chapters. #12169

Æ Find more books and chapters at hbsp.harvard.edu

video supplementsnew! Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour, or interviews with prominent business visionaries. Supplements can be viewed on DVD. Many video supplements are accompanied by a Teaching Note. Video supplements in Social Enterprise include:

� Habitat for Humanity—Egypt #307706

� Nature Conservancy #306701

� Social Entrepreneurs: Correcting Market Failure DVD #SI72V

h B S P . h A R VA R D . E D u 7

8 s o c i a l e n t e r p r i s e • 2 0 1 1 u p d at e

h B S P . h A R VA R D . E D u 9

Customer service is available 8 am to 6 pm et, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada)

tech support is available 8 am to 8 pm et, Monday through thursday, 8 am to 7 pm et Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S. and Canada)

Email: custserv@hbsp.harvard.edu

Web: hbsp.harvard.edu

© 2011 Harvard Business School Publishing.

Harvard Business Publishing is an affiliate of Harvard Business School.

Product #M10566 MC164620111

General Public academic discount

Simulations $37.50 $12.50

Online Courses $38.00–$129.00 $19.00–$64.50

Online Course Sections $16.00–$69.00 $8.00–$34.50

Online Tutorials $12.00 $6.00

Multimedia Cases $20.00 $7.00

Similar discounts apply to all teaching materials at hbsp.harvard.edu.

■■■ Register as a Premium Educator at hbsp.harvard.edu

■■■ Design a coursepack with content from our collection.

■■■ Make the coursepack available to students.

■■■ Students receive your academic discount and save up to 50% on course materials.

save your students uP to 50% with your academic discount

Build a Coursepack Now: hbsp.harvard.edu

Here’S How to SHare tHe diSCouNt:

EDUCATORS Get updates from us at twitter@HarvardBizedu