After travelling to Somalia in 1986, Barry Coleman and his wife, Andrea Coleman, decided to create a non-profit social enterprise. The couple was shocked by the country’s indigent, disordered and inefficient health transport system, and by the shortage of medical supplies. As a result, Barry and Andrea mortgaged their home in England to found Riders for Health; a non-profit firm that now uses government funding and private donations to operate.

Over the past 27 years, the Colemans have worked to provide a reliable and sustainable health delivery system that aims to improve access to, and quality of, medical treatment in Africa. In fact, Riders for Health provides its services to 12 million people in the seven countries where it currently operates. Similarly, in Zimbabwe, the social enterprise has decreased deaths attributable to Malaria by 60%, while becoming prominent in Gambia’s inclusive, nation-wide medical coverage.

Clearly, just like the Colemans, social entrepreneurs can be as driven as commercial entrepreneurs; while the latter compete for profit and market share, the former strives for a permanent social transformation. Indeed, Riders for Health has saved thousands of lives and will continue to do so in the future.

Website and Picture: http://www.cnn.com/2013/09/07/opinion/skoll-osberg-social-entrepreneurs/index.html?iref=allsearch

Video about Riders for Health: https://www.youtube.com/watch?v=gq5QrJEHAnM

Ted Talk video by the Colemans: https://www.youtube.com/watch?v=dykaGT4G1yA

Google was recently recognized as having the best workplace in the world by Fortune’s 100 Best Companies to Work for.  The enterprise functions under the Founder’s 10 tenets, creating a community of trust, which is essential for feedback, collectivism, risk-taking and thus, innovation, the company’s main goal.

To create an innovative culture, the firm has a series of habits, such as allowing employees to spend 20% of their time on anything of their interest. In fact, half of the corporation’s advancements come from work done during this period. Similarly, to foster risk-taking, Google rewards mistakes. Indeed, in 2009, a group earned the Founder’s Award and bonuses for failing at a product development; this creation later developed into Google Plus.

Furthermore, recognizing that job satisfaction nurtures creativity, Google offers free restaurants, gymnasiums, cars, and other services to its employees. In addition, by creating its own language with words such as “Googley” and “Noodlers”, Google cultivates workplace cohesiveness which is needed for innovation.

These are just a few of the many practices that Google engages in to promote innovation. By shaping organizational culture around its strategy, the firm has established itself as one of the most profitable in the world.

Websites

Source and Image: http://www.corporateculturepros.com/2013/07/the-real-secret-of-googles-corporate-culture/

Fortune’s ranking: http://money.cnn.com/magazines/fortune/best-companies/2013/list/

Video: https://www.youtube.com/watch?v=z8wqS7VkAcw

Jana (USA) and BiNu (Australia) are market research firms that are taking advantage of Africa’s economic growth, increased consumer spending and improved technology to connect businesses to potential and existing consumers.

As Africa continues to progress, market research is shifting from the pen-and-paper system or “Land Rover” methodology to digital data collection, improving the reliability of results while reducing costs and saving time. Specifically, increased access to mobile phones has allowed Jana to conduct mobile surveys (mCent) in exchange for airtime, while BiNu uses text messages for the same purpose.

Effectively, both firms are using a management information system to gather and analyze large amounts of information, which is then passed to medium sized enterprises that use the data about potential and current customers to improve their management decisions.

Another company that helps businesses to engage in Business Technology Management is Kopo Kopo, based in Kenya. The latter amasses and analyses data from a firm’s untracked mobile phone transactions (M-Pesa), providing managers with a better understanding of their existing consumers. With this kind of customer data tracking, organizational decisions are better tailored to the behaviour and location of buyers.

Clearly, there is huge potential for MIS and BTM in Africa; businesses are barely “scratching the surface”.

Website and Image:

http://www.bbc.co.uk/news/business-24763609

Nestlé is a multinational food and beverage company that is among the pioneers in changing the role of business by creating social value. From its tagline “Good Food, Good Life”, Nestlé’s commitment to societal progress is crystal-clear, a goal that is advanced with simultaneous improvements in economic competitiveness.

Nestlé has reconceived its products and markets by tackling nutrient deficiencies in the diverse countries where it operates. The company investigates nutritional gaps in different locations to produce goods fortified with the vitamins and minerals that are lacking, introducing iron-strengthened milk in the Philippines, for example, where 35% of children are anemic. As a result, not only is the firm improving the health of local populations, but also increasing its profits through the sales of 150 billion fortified products in 2012.

Furthermore, through the Nestlé Cocoa Plan, Nestlé provides training to poor farmers in developing countries, redefining productivity in the value chain and fostering sustainable practices. Similarly, its improved environmental performance through optimized packaging, manufacturing and transportation processes is another way in which Nestlé is achieving social progress in a cost-effective manner.

Clearly, CSV is no longer a utopia, but a reality with the power to redefine business and transform the world.

Websites:

http://www.theguardian.com/sustainable-business/nestle-fairtrade-kit-kat-ivory-coast

http://www.nestle.com/media/newsandfeatures/nutritional-landscaping (Image)

http://www.nestle.com/media/newsandfeatures/la-penilla

Videos:

https://www.youtube.com/watch?v=buy0c9g9MNo

https://www.youtube.com/watch?v=4pcO-AxBrog

This blogs makes reference to Peony Au’s blog post: “The Blame Game: U.S. Government Shutdown”.

As Peony Au elucidates in her blog post, the US Government Shutdown has harmed the American economy, affecting multiple federal departments and the portion of the workforce placed on unpaid leave. Furthermore, as she predicts, this external political factor has also impacted private businesses, among them, Historic Tours in America, an entertainment company that I will now draw my attention to.

Although it usually provided a variety of touristic activities throughout the USA, Historic Tours in America is currently unable to offer its services as a result of the government’s political crisis. In the Washington area, for example, the closure of the Potomac River has halted the firm’s duck tours. Similarly, the shutdown of museums, memorials and national parks have also contributed to its decline in profits. To make things even worse, demand for their remaining operational services has decreased, probably due to the drop in consumer confidence that accompanies these kinds of events.

Consequently, it becomes evident that understanding the environment in which a business operates and minimizing vulnerability to external factors is key to succeed. As learned in class, the CPEST model is a great way to achieve this.

News Article and Photo: http://money.cnn.com/2013/10/14/news/economy/dc-shutdown-economy/index.html?iid=HP_River

Video – How the US Shutdown impacted another firm, Nomad Ventures, in California: https://www.youtube.com/watch?v=vJ6ViAO9SOw

This blog has references to Sara Marlowe’s internal blog, Armin Hopp’s external blog, and my previous post “From Humble Beginnings”.

Gelarti is a thriving Colombian Ice Cream business that is currently expanding to Peru, where 12 shops are due to open this year. The enterprise is wisely taking advantage of a growing demand for its product, an opportunity that Open English also grasped in the market for online education, as previously discussed.

With over 150 stores in 30 cities, Gelarti’s success is largely the result of its product uniqueness and quality of service. Its three brands – Gourmet, Healthy and Light –satisfy a variety of preferences and thus, allow the recruitment of a large consumer base. Similarly, its exclusive partnership with Disney and chocolate brands offer a competitive advantage and unique value proposition.

Yet, for me, Gelarti’s engagement in ‘glocalization’ is key to its achievements, a strategy that has delivered great prosperity to companies such as McDonalds and Coca Cola, as Sara Marlowe and Armin Hopp explain in their respective blogs. These companies’ ability to adapt their products to foreign markets is effective in addressing cultural diversity and catering to locals’ likings. That is to say, through the inclusion of Peruvian ingredients, Gelarti’s ice creams will surely increase the brand’s acceptance and positioning in this new market and its profitability.

News Article and Image: http://www.larepublica.pe/26-04-2013/helados-gelarti-ingresa-al-mercado-peruano

After being bought by Adidas AG eight years ago, Reebok has experienced many difficulties, ranging from the loss of sports contracts to the failure of its toning shoes. Nevertheless, Adidas is currently changing Reebok’s business strategy in the attempt to re-boost sales and narrow the gap with market leader Nike.

Reebok is re-positioning its company in the minds of consumers by focusing on a more specific point of difference; it will now promote itself as a fitness brand. To maximize the success of its plan, Reebok has started sponsoring groups engaging in CrossFit, a new strength and conditioning sport with growing popularity around the world. In addition, Reebok plans to launch a continuous stream of higher performance products at higher prices to increase its profitability.

Thus far, their strategy has proven to be successful, increasing sales by 11% during this year’s second quarter, and its gross margin by 4.1% in the first six months. Further improvement is expected.

As a result, with Adidas keeping its competitive advantage in soccer and basketball, and Reebok gaining a unique selling position as a fitness and fashion brand, the company’s market share is likely to increase and place competitors under pressure.

Websites:

http://gestion.pe/empresas/adidas-apunta-al-acondicionamiento-fisico-revivir-reebok-2077519

http://ca.reuters.com/article/businessNews/idCABRE99007F20131001

Some Reebok commercials that show its support for CrossFit:

https://www.youtube.com/watch?v=Q5tF0NWM3TA

https://www.youtube.com/watch?v=6tcV0cgq7yI

Retail is an attractive and dynamic industry that is currently undergoing many transformations. That is to say, although traditional retailing is not ceasing to exist, there has been a massive growth in online shopping, an opportunity that eBay is trying to capitalize on, but not without challenges.

In light of changing market demands and retail initiatives from its competitors, lately Amazon’s same-day-delivery and locker pickup services, eBay is constantly pressured towards “innovating, reimagining the store and what it means to shop” (Wenig, eBay President, 2013).

Precisely, eBay is “continuing to find new ways to connect buyers and sellers” (Wenig, 2013), as exemplified by the launch of its one hour delivery service, “eBay now”, last year in the United States. Most recently, the firm has joined forces with Argos for the novel “click-and-collect” initiative. The latter will increase consumers’ convenience by allowing them to make online orders from eBay and collect their purchases from 150 Argos stores across the United Kingdom.

As a result, as “the distinction between offline and online shopping continues to blur” (Wenig, 2013); in other words, as the industry becomes more dynamic and competitive, the continual adaptation of eBay has become prominent to ensure its profitability.

Website: http://www.theguardian.com/business/2013/sep/24/ebay-argos-click-and-collect-service

Video: https://www.youtube.com/watch?v=eC5AEAAYy9s

With only $700 in the bank, in 2006, Andres Moreno founded a company that is worth $350 million today. Open English, an online English-language learning module, owes its success to business agility, opportunity seizing and marketing strategy.

Seven years ago, the Venezuelan entrepreneur had a traditional English school in Caracas. Although already successful at the time, Moreno chose to reinvent his firm into an all-online model in response to a major change in the business environment: the growth of the internet.

Open English took advantage of the growing demand for language training in Latin America’s emerging nations to gather 70,000 students from 22 countries. In addition, its recent and successful expansion to Brazil, where 10,000 students enrolled within a year, further underscores the firm’s potential to increase market share.

Similarly, great part of the CEO’s success is the result of Open English’s value propositions. Not only do they offer high-quality, online lessons from native English speakers, but their coaching is also flexible, affordable and convenient to busy professionals.

Finally, the enterprise’s market strategy – “quirky, homemade commercials”(ABC,2013) – have effectively raised the brand’s popularity, while conveying the its friendly environment.

Andres Moreno has revolutionized the way English is being taught.

Websites:

http://www.miamiherald.com/2013/04/29/3370994/miami-based-open-english-raises.html

http://abcnews.go.com/ABC_Univision/News/tech-journey-open-english-online-learning-expands-launch/story?id=19485674

http://www.prnewswire.com/news-releases/open-english-secures-43-million-investment-led-by-insight-venture-partners-will-continue-to-focus-on-latam-and-brazilian-markets-163836926.html

Video:

Virtual English Language School “Open English” Is Worth Millions

“Los Poderosos” is a Peruvian trading company that specializes in the buying and selling of gold in the Amazon Jungle and that is currently engaging in unethical practices.

To start with, the firm acquires gold that comes from illegal mining. In doing this, they are condoning and promoting socially undesirable behaviors, since unethical miners evade paying taxes and employee benefits, and contaminate this center of biodiversity.

Furthermore, “Los Poderosos” does not declare the whole of their transactions to the government. This is exemplified by the recent interventions from the police, who have caught representatives from this firm transporting gold ingots out of the country and bringing in large amounts of cash across the Peruvian border. In such a way, they hide their money to avoid paying taxes. Along these lines, the firm sees its costs reduced and thus, competes unfairly against other enterprises that obtain their gold in a lawful manner.

Unfortunately, this company is just one of the many firms that revolve around unlawful mineral extraction in Peru. Driven by the price incentive of selling each kilogram of gold at US$39,000 and disregarding their social and environmental impacts, these firms are already responsible for costly and irreversible problems.

http://elcomercio.pe/actualidad/1628845/noticia-incautaciones-ponen-evidencia-lavado-dinero-oro-ilegal_1