Subject category:
Entrepreneurship
Published by:
Nordic Case House, Copenhagen Business School
Length: 8 pages
Data source: Field research
Share a link:
https://casecent.re/p/208324
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
In this decision-focused case, students are introduced to Sababa, a fast-growing social enterprise offering healthy fast food in Amsterdam. Founded by two friends with complementary backgrounds, Sababa has grown from a small startup into a multi-location success. Now, five years in, the co-founders face a critical strategic crossroads: Should they scale up to maximize reach, or deepen impact by focusing on sustainability and awareness? Set in the vibrant and competitive Dutch food industry, this case challenges students to explore tensions central to social entrepreneurship: growth versus mission, financial viability versus social purpose, and the risks and rewards of external financing. Through a negotiation role-play exercise, students step into the shoes of each founder to craft and debate competing impact strategies. The case is ideal for courses in social entrepreneurship, strategy, sustainable business, or early-stage venture development, and provides an opportunity to apply the POCD framework, analyze unit economics, discuss collaborative impact strategies, and evaluate the fit between a venture's mission and its strategic path forward.
Geographical setting
Region:
Europe
Country:
The Netherlands
Subject category:
Entrepreneurship
Published by:
Nordic Case House, Copenhagen Business School
Length: 15 pages
Data source: Field research
About
Abstract
In this decision-focused case, students are introduced to Sababa, a fast-growing social enterprise offering healthy fast food in Amsterdam. Founded by two friends with complementary backgrounds, Sababa has grown from a small startup into a multi-location success. Now, five years in, the co-founders face a critical strategic crossroads: Should they scale up to maximize reach, or deepen impact by focusing on sustainability and awareness? Set in the vibrant and competitive Dutch food industry, this case challenges students to explore tensions central to social entrepreneurship: growth versus mission, financial viability versus social purpose, and the risks and rewards of external financing. Through a negotiation role-play exercise, students step into the shoes of each founder to craft and debate competing impact strategies. The case is ideal for courses in social entrepreneurship, strategy, sustainable business, or early-stage venture development, and provides an opportunity to apply the POCD framework, analyze unit economics, discuss collaborative impact strategies, and evaluate the fit between a venture's mission and its strategic path forward.
Settings
Geographical setting
Region:
Europe
Country:
The Netherlands
Related
Subject category:
Entrepreneurship
Published by:
Nordic Case House, Copenhagen Business School
Length: 15 pages
Data source: Field research