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PATH and the Safe Water Project: Making Safe Water Products More Affordable
Zenios S; Denend L; Elliott TCase SGSB-OIT109-EInformation Technologies, Service and Operations ManagementThis case provides an overview of the nonprofit organization PATH and its Safe Water Project—a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income ...Starting at €8.20
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Long-Term Orientation in the Benedictine Monastery of Admont
Dietmar SternadCase IVEY-9B16M045-EStrategyAt the Benedictine monastery of Admont in Austria, which had been economically active for over 940 years, the monks tended to think in centuries rather than quarters. However, the monastery’s business director needed to make a decision in a much shorter timeframe. The monastery employed approximately 600 people in its forestry, wine-growing, energy, real estate, services, and industrial businesses. Its largest subsidiary, an industrial manufactur...Starting at €8.20
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wetlandPOOLS: Wetlands and Blue Oceans
Gavin PriceCase IVEY-9B16M167-EStrategyIn 2011, the sole proprietor of wetlandPOOLS, a specialist installer of non-chemical swimming pools based in Johannesburg, South Africa, was looking at the design of his latest creation. He was satisfied with the work he had done, yet frustrated that it had taken so long to complete the project. His company had been in existence for 10 years. During that time, wetlandPOOLS had grown organically by taking on new projects as they arose. This approa...Starting at €8.20
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Long-Term Orientation in the Benedictine Monastery of Admont (Spanish version)
Dietmar SternadCase IVEY-9B16MS045StrategyAt the Benedictine monastery of Admont in Austria, which had been economically active for over 940 years, the monks tended to think in centuries rather than quarters. However, the monastery’s business director needed to make a decision in a much shorter timeframe. The monastery employed approximately 600 people in its forestry, wine-growing, energy, real estate, services, and industrial businesses. Its largest subsidiary, an industrial manufactur...Starting at €8.20
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LifeNet International's Transformation of African Healthcare via Social Franchising
Ilan Alon; Raul CarrilCase IVEY-9B14M131-EEntrepreneurship, StrategyLifeNet International was a social conversion franchise concept aiming to provide basic, quality and sustainable healthcare to poor and underserved populations in sub-Saharan Africa. The founder and president had relied on the assistance of others to help bring about his idea of affordable healthcare. In 2012, the executive director for LifeNet International’s operations in Burundi, began focussing on developing the company in Burundi. She was ex...Starting at €8.20
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Yola: Managing Multiple Challenges
Helena Barnard; Bryan MuirCase IVEY-9B10M031-ELeadership and People Management, StrategyThe South-African founder of Yola, a San Francisco-based company that provides simple website creation software, has developed a vibrant business that went from eight to more than 40 employees in only a year. He has secured two rounds of funding from a South African venture capitalist, and the growth in the Yola user base has been exceeding that predicted in the business plan. Yet the business faces multiple challenges. There are offices in both ...Starting at €8.20
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Honey Care Africa (A): A Different Business Model
Oana Branzei; Michael ValenteCase IVEY-9B07M022-EEntrepreneurship, StrategyThe founding entrepreneur of Honey Care Africa revitalized Kenya’s national honey industry by focusing on small-holder farmers across the country. Central to success was an innovative business model: a synergistic partnership between the development sector, the private sector, and rural communities that drew on the core competencies of each party as well as their complementary roles. This tripartite model was combined with local manufacturing of ...Starting at €8.20
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Netcare's International Expansion
Saul Klein; Albert WöckeCase IVEY-9B09M005-EEntrepreneurship, StrategyIn 2008, the acquisition of the General Healthcare Group (GHG) in the United Kingdom had propelled Netcare Limited (Netcare) from a predominantly South African operation into one of the largest private hospital groups in the world. One of Netcare's key long-term goals was to deliver innovative, quality health-care solutions to patients in every continent. Recent South African parliamentary legislation had introduced the potential for regulated pr...Starting at €8.20
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Milango Financial Services
Nicole R.D. Haggerty; Fridah Theuri; Meera Haji; Nurin Jamal; Nadeem NathooCase IVEY-9B13M052-EEntrepreneurship, StrategyThe co-founder of a Kenyan microfinance institution was troubled. Although his company had experienced great success in the past three years, it faced cash flow problems in June 2012. The co-founder had exhausted his personal resources and seeks an investor, local or international banks, or a process improvement program to ensure the company’s long-term success. The co-founder needed to evaluate his options and propose a solution to the other boa...Starting at €8.20
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Voestalpine AG (A)
Murray J. Bryant; Werner Auer-Rizzi; Iris Fischlmayr; Caecilia Innreiter; Brett Matthews; Michael EyettCase IVEY-9B07M032-EStrategyVoestalpine AG, a public company located in Linz, Austria, was examining opportunities for growth. The company considers that to meet the needs of its customers, notably automobile, rail and construction, it has to grow. Further, the steel industry in Europe is in a process of consolidation. The company has a very strong balance sheet but due to its ownership structure (35 per cent is owned by the Austrian government), its market value is conside...Starting at €8.20