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ZipDial: Reaching The Next 3 Billion Consumers
Sorensen, J; de, Clara, LCase SGSB-IDE07-EInnovation and ChangeIn June 2014, Anthony Pile, founder and chairman of Blue Skies, called a board meeting to discuss the company’s development plans. The economic crisis in Europe had made consumers more price sensitive, putting pressure on profit margins and spurring the search for new markets. Founded in 1998, Blue Skies was a fruit processing company headquartered in the U.K., with its main production site located in Ghana, Africa, where it cut and packaged frui...Starting at €8.20
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Frontier Services Group: Building a Pan African Logistics Provider (A)
Lee, H; de, Clara, LCase SGSB-IDE11-EInnovation and ChangeIn June 2015, Peter Phillips, Chief Operating Officer of Frontier Services Group (FSG), was preparing an update for the board on how operations would support the company’s new strategy. Given the ongoing decline in the price of oil and the extractive industries, the outlook had changed for FSG. His aim was to steer a new course to becoming the leading pan-African logistics provider. Founded in March 2014 by Erik Prince, a former U.S. Navy Seal a...Starting at €8.20
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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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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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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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White Gold In Benin: Chinese Investment In Cotton
Zhangfeng Fei; Xiaokang Zhao; Kejing Zhang; Alex BeamishCase IVEY-9B18M003-EStrategyIn mid-June 2011, the Chinese president of the China–Benin joint venture Benin Textile Company (Compagnie Béninoise des Textiles, or CBT) was deeply worried about the supply of cotton in Benin. Since 2009, CBT had faced significant challenges in obtaining a reliable cotton supply. In 2010, the company had already placed its cotton orders, but local Beninese cotton producers were unwilling to deliver cotton at the earlier agreed-on price due to th...Starting at €8.20