Social Enterprise

Case Solution for The Nature Centre at Mont Saint-Hilaire: How Far?

Complete Case details are given below :

Case Name : The Nature Centre at Mont Saint-Hilaire: How Far?

Authors : Emmanuel ER Raufflet, Maria MT Tengo

Source : North American Case Research Association (NACRA)

Case ID : NA0150

Discipline : Social Enterprise

Case Length : 14 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The Nature Centre was a non-profit organization created in 1972 to manage public outreach and access in the Gault reserve on the Mt St-Hilaire mountain, 40 km south of Montreal. Beyond conservation and recreation, the 2001 new mission included the promotion of the conservation of the region’s natural environment. The inclusion of this new regional focus led to the recruitment of Marc-André Guertin and the creation of the Conservation Team. The case introduced the challenge faced in early 2006 by Marc-André Guertin, Project Coordinator of the Conservation Team at the Nature Centre when he received a contract proposal for a biodiversity assessment to be conducted in a regional municipal county located 58 km away, i.e., far out of the Nature Centre’s usual scope of action. He was considering this decision based on (1) the broader context of the organization’s mission, (2) the management of his team, (3) the scientific value of this assessment for his team, and last, (4) the financial dimension of this assessment on his team’s tight resources.

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Case Solution for Progressive Education Network (PEN): Creating Social Impact in Pakistan

Complete Case details are given below :

Case Name : Progressive Education Network (PEN): Creating Social Impact in Pakistan

Authors : Arif Butt, Shezeen Hemani

Source : North American Case Research Association (NACRA)

Case ID : NA0204

Discipline : Social Enterprise

Case Length : 16 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case documents a board room scenario where the Directors of PEN, a not-for profit organization, have met to re-consider an important decision; either wait for the city government’s approval regarding allotment of government schools or consider other options, such as building own schools. Having completed several rounds of unsuccessful negotiations with the City District Government of Lahore (CDGL) the founders are feeling agitated and disappointed. Hence, at this point, the members are considering the organizational models of CARE and TCF; two well-known NGOs of Pakistan, and aim to finalize the strategic decision, based on the assessment of the two organizational models, given PEN’s mission, vision, organizational, human resource, and financial capabilities.

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Case Solution for The PCDA Project of Doctors Without Borders-Spain

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Case Name : The PCDA Project of Doctors Without Borders-Spain

Authors : David DRC Roman Coy, Alvaro Gonzalo AHR Hormazabal Reed

Source : North American Case Research Association (NACRA)

Case ID : NA0264

Discipline : Social Enterprise

Case Length : 16 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

“PCDA” is the Spanish acronym for Pastillas Contra el Dolor Ajeno (Pills for Other People’s Pain).The case outlines the methods employed by the Spanish branch of Médecins sans Frontières, hereafter MSF (Doctors Without Borders) to develop a physical product that could be used to raise funds for the organization’s social initiatives. The case focus is set in mid-March 2011, a few weeks after Juan Ramón Axta’s appointment as the new head of the PCDA project at a time when sales were plummeting. The PCDA was successfully launched in November 2010. This cutting edge idea and the campaign created to publicize it received wide media coverage. The PCDA was initially very successful with consumers. The initiative was seen as a unique innovation in Spain and around the world. During the first 20 days that followed the product launch, 1.5 million packets were sold. After three months, sales reached 3 million packets. Pharmacies complained of constant stock outs. The sales of the PCDAs surpassed all previous forecasts. Based on this initial success, MSF ordered an extra 3 million packets. However, at the end of February sales dropped by 400,000 packets (i.e., a 50% decline from the previous month). At that pace MSF feared sales in March would not exceed 100,000 packets. This sharp drop in sales created significant uncertainty about the campaign’s future. Atxa had to decide whether MSF should continue with the project or cancel it. He wondered whether he should put an end to it and learn from the experience. He had only recently been placed in charge of it, so he felt compelled not to choose this option. However, what was the best thing to do?

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Case Solution for Transforming People’s Lives: The Vehicles for Change Story

Complete Case details are given below :

Case Name : Transforming People’s Lives: The Vehicles for Change Story

Authors : Tigineh Mersha, Christine Nielsen, Ven Sriram, John C. Weiss

Source : North American Case Research Association (NACRA)

Case ID : NA0278

Discipline : Social Enterprise

Case Length : 14 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

VFC’s primary purpose is to assist low-income families own vehicles so that they can achieve financial independence. Most of the vehicles VFC awarded to low-income families were donated. To supplement its budget, VFC also established a used car sales business called Freedom Wheels (FW) which soon became a profitable enterprise. Nearly all of FW’s profits were transferred to support VFC’s mission. Marty Schwartz, President of VFC, believed that allowing FW to retain more of its profits would allow it to grow its used car business which would bring even larger financial benefits to VFC in the long-run. In the short-term, however, this would reduce the number of vehicles awarded to low-income families-a sensitive issue for many members of his board. At the upcoming board meeting, therefore, Schwartz’s primary challenge was to present an assessment of the potential impact on the vehicle award program of allowing FW to retain more of its profits, and to recommend what percentage of its profits FW should be allowed to retain. He was also prepared to examine other options for growing VFC’s revenue, and to consider the wisdom of spinning-off FW as a separate for-profit entity.

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Case Solution for Dilemma at Devil’s Den

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Case Name : Dilemma at Devil’s Den

Authors : Kim Johnson, Allan Cohen

Source: Babson College

Case ID: BAB081

Discipline : Social Enterprise

Case Length : 03 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case deals primarily with ethics and the individual’s personal system and the way it affects his or her perceptions and actions. It also looks at rewards and punishments and their influence on behavior. Susan is a student employee at a campus snack bar who is caught between a wish to do what she thinks is right–take steps to stop food being taken off the premises that hasn’t been paid for–and fear of negative consequences if she takes such action. She would also like to see students work harder, finish what is assigned to them on the night shift, and be punished for stealing from the cash register. Almost all students have faced peer pressure to do things that violate their value systems. The case helps students to understand why they feel so much ambivalence, sometimes going along and sometimes setting limits. Some issues are ethical; others involve criminal behavior. Issues include sexual permissiveness and experimentation, drug use and dealing, cheating, trespassing, and stealing. The case also raises questions of a company’s ethics and responsibility for creating, or allowing, a climate that tolerates at best, and encourages at worst, illegal, criminal, or unethical behavior.

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Case Solution for Premier, Inc. (A )

Complete Case details are given below :

Case Name : Premier, Inc. (A )

Authors : Anne T. Lawrence

Source: Babson College

Case ID: BAB117

Discipline : Social Enterprise

Case Length : 17 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Was Premier, Inc., a hospital group purchasing organization (GPO), guilty of ethical conflicts of interest? Premier was a GPO for more than 200 affiliated not-for-profit hospitals and health care systems in the United States. A series of investigative articles in The New York Times, beginning in March 2002, charged Premier with multiple conflicts of interest. Among its allegations, the newspaper argued that seller-paid fees; investments by Premier and its executives in vendors; and investments by vendors in Premier-sponsored equity funds, research institutes, and conferences all biased the selection process for medical products and services. As a result, Premier did not always choose items of the best quality or value for its affiliated hospitals. Moreover, The Times charged, new products–particularly those developed by small firms–were effectively locked out, suppressing medical innovation and hurting patient care. Richard A. Norling, CEO, and other top executives of Premier faced the difficult task of formulating an effective response to the charges raised by The New York Times. Received the Emerson Center Award for the Outstanding Case in Business Ethics for 2004.

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Case Solution for EnerNOC: Turning Energy Savings into Sales

Complete Case details are given below :

Case Name : EnerNOC: Turning Energy Savings into Sales

Authors : Mark Rice, Mark T. Donohue, Michael Lelyveld

Source: Babson College

Case ID: BAB152

Discipline : Social Enterprise

Case Length : 17 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

EnerNOC – a clean energy company — sells energy-monitoring, management and efficiency services to utility customers, who agree to reduce consumption during peak-period emergencies in exchange for payments throughout the year. Utilities sign long term contracts with EnerNOC for delivery of “negawatts”, i.e. the reduced consumption of electricity during peak periods, as a way to avoid adding power generating capacity. EnerNOC is undergoing explosive growth and must manage the build out of its energy management system, as well as the growth and evolution of its sales force. This case can be used in a variety of courses. In an entrepreneurship course, it can be the basis for a discussion of entrepreneurial opportunities in the clean energy sector, as well as the challenges of managing rapid growth. In a marketing class, it can be used to discuss the concept of adjacent markets. It can be used to stimulate a discussion of a broad range of issues in a sales management class: rewards systems; identification of sales skills in potential employees; entry into a new market; sales training; and so forth. It can be used in MBA level courses and in upper level undergraduate courses.

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Case Solution for Orange Cameroon, A Global Telecommunications Company in Africa

Complete Case details are given below :

Case Name : Orange Cameroon, A Global Telecommunications Company in Africa

Authors : Miguel Rivera-Santos, Carlos Rufin

Source: Babson College

Case ID: BAB136

Discipline : Social Enterprise

Case Length : 19 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case series is designed to illustrate the specificities of competition in poor and developing economies and, more specifically, competition at the Base of the Pyramid. It is composed of four documents: two company cases, a country note, and an industry note. The company cases describe the competitive dynamics between two international telecom companies, Orange and MTN, in the Cameroonian telecom market. Each company case begins with a brief history of the company, followed by a description of the company’s global strategy and of its entry into Cameroon. It goes on to describe the competitive dynamics in Cameroon from the company’s perspective, and, particularly, the moves and counter-moves undertaken by each competitor to gain market share. Finally, the case describes the company’s Corporate Social Responsibility initiatives, globally and in Cameroon. The case series also includes two background notes. The first note describes the evolution and the basic technical characteristics of the cell phone industry. The second note provides an introduction to the geography, history, and economy of Cameroon, with a particular focus on the socio-economic conditions of the country’s population. Taken together, this case series allows a discussion of competition at the Base of the Pyramid, including both business and ethical aspects.

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