Below is a list of related teaching cases published by our faculty. Many of these are available for purchase via the links provided.

Considering Profits and Principles in Technology Adaptation Decisions (A) (K. Byrne and J. Detert) 2006.

Description: A well-known, privately held outdoor-clothing company with a reputation for designing some of the most innovative products on the market and a reputation for its attentiveness to environmental issues conducted a life-cycle assessment of its fabrics. This brought to light the use of a potentially harmful chemical used to kill odor-causing bacteria in a popular fabric. Government officials and medical professionals expressed concern about the environmental and health impacts of the chemical. The company must decide whether or not to stop using the product or to adopt a new technology that may have similar concerns. This case study also includes a complimentary teaching note, which is available to faculty and corporate trainers.

Considering Profits and Principles in Technology Adaptation Decisions (B) (K. Byrne and J. Detert) 2006.

Description: This provides a follow-up to the scenario presented in Part A revealing the company and the decisions they made. This is available to faculty and corporate trainers.

Deja Shoe (A): The Recycled Footwear Company (S. Hart with P. Hardy) 1996.

Description: Long-time environment and recycling supporter Julie Lewis thought that she had struck green gold when she partnered with Nike and Avia executives to create Deja Shoe, an environmental footwear company. Lewis and her executive team successfully raised startup funding and used it to build an environmentally-sound and appealing product. However, as their product is about to launch, there are still uncertainties around quality, price, demand, and production. This case is about the route that Julie chose to take and the struggles she and her team encountered along the way. This case should be used with Deja Shoe (B).

Deja Shoe (B): Product Launch (S. Hart with P. Hardy) 1996.

Description: Deja Shoe (B) provides a follow-up to the scenario presented in Deja Shoe (A). Part B follows Lewis and her team through Deja Shoe’s product launch across mainstream and green retailers nationwide. It discusses initial quality and sourcing issues, which present the team with lackluster sales and financing challenges.

Nike’s World Shoe Project: Expanding the Playing Field (A) (S. Hart with H. McDonald and T. London) 2002.

Description: Tom Hartge, Nike’s footwear director for emerging markets, was challenged with “expanding the playing field” in emerging markets with a range of affordable, durable, and easy-to-produce sports shoes that could effectively reach the huge untapped segment of “Tier 3” countries – developing markets with high potential, characterized by a population of 1 billion and an average of $2,000 purchasing power parity. By January 2001, Hartge and his team had sold only 404,520 pairs in China. Compared with the booming 1.2 billion population of China, this number was a disappointment. This case asks students to determine what Tom should do to persuade senior management to support and continue the project.

Nike’s World Shoe Project: Expanding the Playing Field (B) (S. Hart with H. McDonald and T. London) 2002.

Description: Nike’s World Shoe Project (B) accompanies Case (A). This one-page summary is designed to be handed out in class to give students an update on Nike’s strategy for entering China.

Jari Celulose (S. Hart and M. Milstein with B. Sardinha) 2003.

Description: It is early 2001 in Brazil, and Grupo Orsa has purchased Jari Celulose. By doing so, the group has assumed US $415 million in debt that has to be repaid over 11 years, following a pre-established agreement with the pulp mills’ bank creditors. Jari faces major problems including unstable pulp production, high energy costs, decreasing international pulp prices, and a series of financial losses throughout its 20 years of existence. Jari also faces serious environmental and social issues that stem from its very existence. Readers are left to consider the strategic direction that Sr. Sardinha, the new CEO of Jari Celulose, might take to turn the venture around. The successful implementation of such strategic plan is crucial not only for the company’s survival, but because of its potential to lead the creation of a sustainable growth model for the region. The case presents a summary of the pulping process, the global pulp market, as well as the background and history of both Jari and Grupo Orsa.

This case took 2nd place in the Oikos Case Writing Competition in 2003. To obtain an inspection copy of the case, contact Mark Milstein.

Life-Cycle Analysis: Note (S. Hart with S. Svoboda) 1995.

Description: This note gives a general overview of Life-cycle analysis (LCA). As corporations seek to improve their environmental performance, they require new methods and tools. LCA is one such tool that can help companies to understand the environmental impacts associated with their products, processes, and activities. LCA is controversial and still evolving as a methodology. However, the principles behind LCA thinking are being adopted rapidly by manufacturers and service organizations alike as a way of opening new perspectives and expanding the debate over environmentally sound products and processes.

McDonald’s (A): Environmental Strategy (S. Hart with S. Svoboda) 1993.

Description: McDonald’s Case (A) is the first piece in the McDonald’s case series. It gives the background on McDonald’s and the organization.