Free cases from IMD

All IMD free cases are available to registered educators at thecasecentre.org. Click on a case title below to access its record.

The Ecobank case

The Ecobank case is a pan-African strategy/business development case with strong elements of human resources and talent management issues as well as governance and organisational design.

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Ecobank: A Passion to Build a World-Class Pan-African Case
Ref IMD-3-2326
The case is an inspirational story about a group of visionary people from 14 West African countries who in 1984 - with limited resources - decide to create a pan-African bank to further the development of Africa.

The WestLB case series

This series of three cases offers the opportunity to explore a number of learning objectives, from assessing the risks of a negative NGO campaign and understanding how clients manage their triple bottom line, to dealing with a crisis and the concerns of stakeholders. Integrating environmental social, and economic issues into strategic decision-making and building trust with diverse stakeholder groups are also addressed.

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WestLB (A): In the Pipeline - Responsible Financing
Ref IMD-1-0315
The A-case opens with Greenpeace activists dangling in mountaineering harnesses from the facade of WestLB headquarters in Dusseldorf. WestLB was one of the largest banks in Germany and the public bank for the federal state of North-Rhine Westphalia. The activists were protesting against the bank’s financing for the construction of the second oil pipeline in Ecuador.
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WestLB (B): Going with the Flow
Ref IMD-1-0316
The B-case chronicles the continuing NGO protests after WestLB closed on the loan to the pipeline company OCP. The focus of the protests shifted to the choice of pipeline route. The NGOs argued that the route with the least negative environmental and social impacts was one that ran alongside the existing pipeline. Both NGOs and the federal state of North-Rhine Westphalia put increasing pressure on the bank, but for a long time WestLB failed to react.
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WestLB (C): A Change in Direction
Ref IMD-1-0317
The C-case tracks the decision-making processes in the bank that resulted in action on three fronts: (1) participation in the development of the Equator Principles: (2) the creation of an internal sustainability department and (3) the implementation of an open forum for dialogue with NGOs. The OCP pipeline was completed and began transporting oil from the Ecuadorian Amazon to the Pacific coast. .

Cases on the KasKazi Network

Written by Lisa Mwezi Schuepbach under the supervision of Professor Leif Sjoblom (IMD) and Mrs Winifred Karugu (Director, Jomo Kenyatta University of Agriculture and Technology), this three part case series deals with the distribution of fast moving consumer goods to low income areas in Kenya. The cases are accompanied by a teaching note and DVD. IMD provides these cases for free to encourage teaching in developing countries.

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Kaskazi Network Ltd: Distributing to the Bottom of the Pyramid (A)
Ref IMD-3-2016
In the (A) case, students are introduced to a young African entrepreneur, Mr Ng'ang'a Wanjohi. Since graduating in 1998, Wanjohi has been involved in four start-ups - none of which has been successful. However, he has learned a lot along the way and is not deterred. He sees an enormous opportunity in the fragmented Kenyan micro retail market, consisting of 100,000 kiosks, primarily in low income areas.
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Kaskazi Network Ltd: Distributing to the Bottom of the Pyramid (B)
Ref IMD-3-2017
The (B) case describes the successful launch of KasKazi Network - a revolutionary concept of distribution by bicycle to the 'bottom of the pyramid'. It reveals how Wanjohi dealt with the key stakeholders (FMCG manufacturers, wholesalers, and retailers) as well as operational issues and HR policies.
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Kaskazi Network Ltd: Distributing to the Bottom of the Pyramid (C)
Ref IMD-3-2018
The (C) case describes the situation in July 2008. In spite of its success, KasKazi is mainly used for short term promotions by its clients. This creates dry spells and a void in the market when a contract comes to an end. And Wanjohi's appetite has grown - he is considering expanding into neighbouring countries such as Uganda and Tanzania, and creating and promoting his own products.

Climate savers cases

When heads of state from around the world arrived in Copenhagen to start negotiations for a more effective framework for a cleaner economy during the United Nations Climate Change Conference in 2009 IMD also had a presence at the event.

As a result of a collaboration with the WWF, the global conservation organization and a member of IMD's Forum for Corporate Sustainability Management, 11 IMD case studies were distributed to participants taking part in a WWF networking session at Copenhagen which brought together industry leaders and politicians. The IMD cases showcase corporate best practices in carbon saving products and processes and feature companies such as Johnson & Johnson, Lafarge, Novo Nordisk, Nokia Siemens Networks and Tetra Pak, among others.

The cases were featured thanks to IMD's collaboration with the WWF's Climate Savers, a cutting-edge partnership between WWF and business aimed at delivering innovative and additional reductions in CO2 emissions. The results of this partnership serve as attractive climate change solutions for business and industry peers. The 11 IMD case studies identify and describe innovations developed within Climate Savers companies which are leading to greenhouse gas reductions and the achievement of ambitious targets by the companies concerned.

"All of the companies featured in the case studies took on the challenge to commit with ambitious targets even before knowing exactly how to achieve them. By finding themselves at a point of no return, they were pushed to come up with solutions," stated IMD Professor Corey Billington, who directs IMD's Forum for Corporate Sustainability Management along with Dr. Aileen Ionescu-Somers. "These cases, now available to any business school in the world, demonstrate the potential companies have to drive innovation in order to reach emission targets."

"These cases deliver strong arguments that ambitious CO2 reduction targets trigger innovation and are therefore good for business development and growth," said Oliver Rapf, Head of the Climate Business Engagement Unit at WWF. "Fighting climate change and running a prosperous business is not a contradiction, it is the new paradigm for doing business in the 21st century. The Copenhagen negotiators should take note of this new reality!"

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What Does it Take to Get Projects Off the Ground? Johnson & Johnson's Capital Relief Funding for CO2 Reduction Projects
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0146
Johnson & Johnson's capital relief funding for CO2 reduction projects have attracted the interest of managers in many companies within different industries, eager to learn how the corporation has eliminated budgeting barriers and allowed 61 climate friendly energy projects to take off in less than four years.
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Breaking Down Alignment Barriers: Tetra Pak Pulls Together Allies to Reach Climate Goals
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0147
Tetra Pak's efforts to align market companies, manufacturing sites and suppliers with its climate goals required significant organizational change. By empowering shop floor teams to initiate and explore new approaches on energy efficiency along the supply chain, the company created a structure that allows organic innovation to take place.
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Developing an Innovative Business Model: Novo Nordisk and Dong Energy Driving the Market for Renewable Energy in Denmark
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0148
Novo Nordisk's search for cost-effective solutions to reduce CO2 emissions drove the development of a new business model which expanded the commercial basis of renewable energy in Denmark.
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Removing Barriers to Innovation: Xanterra Parks and Resorts Gaining Scale in On-site Solar Power Generation
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0149
Xanterra Parks & Resorts' focused strategy of bringing on-site renewable energy generation to the next level required not only significant dedicated resources, but also singular efforts to break down skeptical mindsets and risk-related barriers to innovation. Through active project learning, the company was able to build one of the largest privately-owned solar photovoltaic systems in the US.
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Fairmont Hotels & Resorts Stretching the Targets for Climate Action at Landmark Hotels
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0150
The Fairmont Hotels & Resorts case focuses on actions taken by Fairmont during the full restoration of The Savoy in London and the building of the new Fairmont Pittsburgh in the United States. It illustrates the feasibility of stretching targets for lowering CO2 emissions from hotel operations.
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Reaching a Turning Point with no Turning Back: How Elopak Rolls out CO2 Reduction Initiatives
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0151
Elopak committed to reduce its CO2 emissions by 15% within a tight time-frame of 3 years. This ambitious target pushed the company to adopt an innovative roll out approach, including active participation of Elopak's CEO in efforts to build internal buy in, incorporation of a carbon strategy as part of the marketing mix and integration of climate targets into the normal management cycle and reporting systems.
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Developing IT Solutions for Reducing Travel-Related CO2 Emissions: The Hewlett-Packard's Halo
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0152
HP's search for IT solutions to reduce travel-related CO2 emissions has driven the development of an innovative telepresence collaboration solution. By developing a solution that creates a lifelike virtual meeting experience the company is contributing to the removal of technological and mindset barriers to the substitution of business travelling by virtual collaboration.
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Lafarge's C-O-Tool: Supporting CO2 Mitigation Decision Making
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0153
By improving internal CO2 data management and putting in place a user-friendly tool for monitoring, analysis and simulation of mitigation alternatives, Lafarge facilitated decision-making processes and strengthened the autonomy of operational managers in implementing CO2 reduction projects.
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Lowering CO2 Emissions from Products: Sony's Eco-Innovation for Televisions
Corey Billington, Aileen Ionescu-Somers and Tania Braga
Ref IMD-2-0154
To reduce CO2 emitted in the use of its products, Sony has started to focus on improving the energy efficiency of televisions. By combining sophisticated technological improvements with simple features that make it easy for customers to save energy, Sony achieved a sustained reduction in the carbon footprint of its televisions.
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Nokia Siemens Networks Connect Business Growth and Emissions Reductions
Corey Billington, Aileen Ionescu-Somers and Darren Willman
Ref IMD-2-0155
Nokia Siemens Networks (NSN) committed to a plan for CO2 emissions reduction by an estimated 2 million tons annually with a portfolio of projects. These projects including decreased energy consumption in buildings, increased purchasing of renewable energy and increased energy efficiency of products. The latter is also having social impacts, enabling greater access to communications, alternative forms of energy and promoting economic development.
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Sagawa Express Delivers on Climate Change Innovations for the Transport Industry
Corey Billington, Aileen Ionescu-Somers and Darren Willman
Ref IMD-2-0156
Sagawa is taking the express route to leadership in climate change innovation within the transport industry, by bringing 7,000 compressed natural gas (CNG) trucks into its fleet by 2012. Despite major challenges such as limited infrastructure to support fuelling and the higher price of CNG, Sagawa are adamant that such climate change initiatives are a crucial element to their business.

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About IMD cases

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IMD cases are developed by IMD Faculty and research staff, usually in cooperation with a company whose management issues provide a key learning point.
 
The case development process may take from a couple of weeks to several months, depending on a number of factors, such as the availability of company contacts and the time needed to move from the first draft to the final company approved version.

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