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• 1. [Article] ALTIS: A Microfinance Startup in Nepal

  In Sanjay Karki’s role as Deputy Director for the Nepal office of Mercy Corps, he had worked on a number of poverty reduction programs. But his current initiative presents the most daunting challenges ...

  Citation × Citation Citation Abstract Copy Title: ALTIS: A Microfinance Startup in Nepal Author: Greene, Jacen, Marshall, Scott Year: 2010 In Sanjay Karki’s role as Deputy Director for the Nepal office of Mercy Corps, he had worked on a number of poverty reduction programs. But his current initiative presents the most daunting challenges he has yet faced. One of the most promising innovations in poverty alleviation was the concept of microfinance, the provision of small-scale loans and other financial services to poor entrepreneurs. And although the government of Nepal strongly supported microfinance models, a decade-long civil war ending in 2006 had severely disrupted government services and worsened poverty. In the terai, or plains, of Nepal, government and non-profit microfinance institutions are able to access the population densities and transportation infrastructure necessary to operate poverty relief programs. However, in the rugged and undeveloped mid-mountain and high-mountain regions where Sanjay is hoping to establish microfinance activities, little is being done to help the poor. Sanjay is considering launching a for-profit social enterprise focusing on agricultural microfinance and technical services for the rural poor, one formed with the assistance of Mercy Corps that could extend the reach of Mercy Corps’ programs. In a unique approach, and with the full support of potential donors, the organization would start as a non-profit until it became financially self-sustaining, at which time it would transition to a for-profit social business model. Such an organization might be better positioned than the government and private, purely for-profit institutions that had previously failed to deliver essential financial services. However, starting a social enterprise was risky even in developed nations, and in a geographically rugged, developing nation recovering from a recently ended civil war, it seemed nearly impossible. Aside from the normal questions of market size, which customers to target, what products and services to provide, how to obtain startup funding, and how to manage competition, Sanjay faced the near total collapse of the national financial system. And yet, some of the very same conditions that increased the difficulty of starting a new business or securing funds spoke to the desperate need for basic financial services. Confronting some of the most daunting challenges to business formation in the world, could a for-profit social enterprise be established to help impoverished farmers improve their livelihoods? Title: ALTIS: A Microfinance Startup in Nepal Author: Greene, Jacen, Marshall, Scott Year: 2010 In Sanjay Karki’s role as Deputy Director for the Nepal office of Mercy Corps, he had worked on a number of poverty reduction programs. But his current initiative presents the most daunting challenges he has yet faced. One of the most promising innovations in poverty alleviation was the concept of microfinance, the provision of small-scale loans and other financial services to poor entrepreneurs. And although the government of Nepal strongly supported microfinance models, a decade-long civil war ending in 2006 had severely disrupted government services and worsened poverty. In the terai, or plains, of Nepal, government and non-profit microfinance institutions are able to access the population densities and transportation infrastructure necessary to operate poverty relief programs. However, in the rugged and undeveloped mid-mountain and high-mountain regions where Sanjay is hoping to establish microfinance activities, little is being done to help the poor. Sanjay is considering launching a for-profit social enterprise focusing on agricultural microfinance and technical services for the rural poor, one formed with the assistance of Mercy Corps that could extend the reach of Mercy Corps’ programs. In a unique approach, and with the full support of potential donors, the organization would start as a non-profit until it became financially self-sustaining, at which time it would transition to a for-profit social business model. Such an organization might be better positioned than the government and private, purely for-profit institutions that had previously failed to deliver essential financial services. However, starting a social enterprise was risky even in developed nations, and in a geographically rugged, developing nation recovering from a recently ended civil war, it seemed nearly impossible. Aside from the normal questions of market size, which customers to target, what products and services to provide, how to obtain startup funding, and how to manage competition, Sanjay faced the near total collapse of the national financial system. And yet, some of the very same conditions that increased the difficulty of starting a new business or securing funds spoke to the desperate need for basic financial services. Confronting some of the most daunting challenges to business formation in the world, could a for-profit social enterprise be established to help impoverished farmers improve their livelihoods? Close

• 2. [Article] Clean Water Grow: Go or No Go?

  The $43 billion US wastewater treatment industry is a landscape in which the high costs of capital construction and the need for economies of scale feature prominently. The US Environmental Protection ...

  Citation × Citation Citation Abstract Copy Title: Clean Water Grow: Go or No Go? Author: Ngawhika, Simon, Marshall, Scott Year: 2014 The $43 billion US wastewater treatment industry is a landscape in which the high costs of capital construction and the need for economies of scale feature prominently. The US Environmental Protection Agency estimates that between 2004 and 2024, over $200 billion will need to be spent upgrading and expanding America’s wastewater infrastructure. One significant challenge in maintaining treatment infrastructure is the build-up of struvite. Struvite accumulates inside treatment facility pipe networks, reducing capacity and increasing operating and maintenance costs. But discharging the components of struvite – the nutrients nitrogen and phosphorous – into the environment also has negative consequences. Concentrated amounts can cause significant harm to aquatic ecosystems. Clean Water Services (CWS) is the public wastewater utility for Washington County, Oregon USA, providing sewage and stormwater treatment services to more than 500,000 homes and businesses. Responsible for the health and management of a public good – the 83-mile long Tualatin River – CWS is subject to regulations over the temperature and quality of the water it discharges into the natural environment. This case follows Clean Water Services in its pilot test of a home garden fertilizer product that is linked to the environmental benefits and operational efficiencies gained through an innovative treatment technology. In 2009, CWS implemented a groundbreaking solution to the challenge of struvite; one that also had the potential to turn a waste stream into a revenue stream. An advanced 'nutrient recovery technology' removes the nutrients that form struvite and pollute the environment if discharged, recycling them into an effective, safe to handle garden fertilizer. In mid 2012, the CWS Board gave the green light to produce Clean Water GROW™, its own brand of fertilizer, and test its commercial viability in the local consumer market. The case educates students on the challenge of finding innovative ways to operate and maintain wastewater infrastructure in the face of population growth and increased pressure on natural systems. It provides detail on the development and commercial pilot of the GROW fertilizer product, and the packaging, pricing and distribution options that were analyzed. It asks students to conduct the crucial steps of analyzing the implications of marketing mix options in terms of break-even quantity and return on investment, and recommending a 'go' or 'no go' decision to the CWS board. Title: Clean Water Grow: Go or No Go? Author: Ngawhika, Simon, Marshall, Scott Year: 2014 The $43 billion US wastewater treatment industry is a landscape in which the high costs of capital construction and the need for economies of scale feature prominently. The US Environmental Protection Agency estimates that between 2004 and 2024, over $200 billion will need to be spent upgrading and expanding America’s wastewater infrastructure. One significant challenge in maintaining treatment infrastructure is the build-up of struvite. Struvite accumulates inside treatment facility pipe networks, reducing capacity and increasing operating and maintenance costs. But discharging the components of struvite – the nutrients nitrogen and phosphorous – into the environment also has negative consequences. Concentrated amounts can cause significant harm to aquatic ecosystems. Clean Water Services (CWS) is the public wastewater utility for Washington County, Oregon USA, providing sewage and stormwater treatment services to more than 500,000 homes and businesses. Responsible for the health and management of a public good – the 83-mile long Tualatin River – CWS is subject to regulations over the temperature and quality of the water it discharges into the natural environment. This case follows Clean Water Services in its pilot test of a home garden fertilizer product that is linked to the environmental benefits and operational efficiencies gained through an innovative treatment technology. In 2009, CWS implemented a groundbreaking solution to the challenge of struvite; one that also had the potential to turn a waste stream into a revenue stream. An advanced 'nutrient recovery technology' removes the nutrients that form struvite and pollute the environment if discharged, recycling them into an effective, safe to handle garden fertilizer. In mid 2012, the CWS Board gave the green light to produce Clean Water GROW™, its own brand of fertilizer, and test its commercial viability in the local consumer market. The case educates students on the challenge of finding innovative ways to operate and maintain wastewater infrastructure in the face of population growth and increased pressure on natural systems. It provides detail on the development and commercial pilot of the GROW fertilizer product, and the packaging, pricing and distribution options that were analyzed. It asks students to conduct the crucial steps of analyzing the implications of marketing mix options in terms of break-even quantity and return on investment, and recommending a 'go' or 'no go' decision to the CWS board. Close

• 3. [Article] Tropical Salvage: From Recession to Expansion

  Tim O’Brien, founder of Tropical Salvage, was preparing for another warehouse clearance sale of his unique, handcrafted hardwood furniture. It had been an enormously challenging year and it was important ...

  Citation × Citation Citation Abstract Copy Title: Tropical Salvage: From Recession to Expansion Author: Marshall, Scott, Peifer, Lisa, Ferrigno, Erin Year: 2011 Tim O’Brien, founder of Tropical Salvage, was preparing for another warehouse clearance sale of his unique, handcrafted hardwood furniture. It had been an enormously challenging year and it was important to reduce inventory before the next container arrived from Indonesia. The market for fine furniture had begun to decline steadily in early 2008 following the stock market crash of the prior September. The company survived a difficult period, but not without suffering a decline in sales. O’Brien had spent ten years building a sustainable business model based on environmental stewardship, worker empowerment and unique, high quality product. As the economy recovered, O’Brien believed Tropical Salvage needed to pursue an aggressive expansion strategy. Although the warehouse clearance sale was occupying O’Brien’s mind, he was excited about the prospect of implementing a bold growth strategy for the coming years. The two most significant strategies for growth focused on diversifying product offerings beyond hardwood furniture and opening branded retail stores in the United States. Many fundamental business challenges, including brand awareness, financing and operational efficiency, had to be overcome to make these strategies effective. However, O’Brien was confident that the highly vertically integrated structure, unique product designs, cost-competitive sourcing and deeply engrained social mission of Tropical Salvage provided the leverage to overcome these challenges. As O’Brien considered how best to expand, he prepared to markdown the remaining inventory from his last shipment. Are his growth plans overly ambitious while the economy is so uncertain? Does it make sense to extend his product line beyond the hardwood furniture for which Tropical Salvage is known and has experience manufacturing? Is it financially sound to expand into branded retail at this time? Perhaps most importantly, are the trends in ‘conscientious’ consumerism significant enough to support the growth of a values-driven, sustainability-inspired business like Tropical Salvage? Title: Tropical Salvage: From Recession to Expansion Author: Marshall, Scott, Peifer, Lisa, Ferrigno, Erin Year: 2011 Tim O’Brien, founder of Tropical Salvage, was preparing for another warehouse clearance sale of his unique, handcrafted hardwood furniture. It had been an enormously challenging year and it was important to reduce inventory before the next container arrived from Indonesia. The market for fine furniture had begun to decline steadily in early 2008 following the stock market crash of the prior September. The company survived a difficult period, but not without suffering a decline in sales. O’Brien had spent ten years building a sustainable business model based on environmental stewardship, worker empowerment and unique, high quality product. As the economy recovered, O’Brien believed Tropical Salvage needed to pursue an aggressive expansion strategy. Although the warehouse clearance sale was occupying O’Brien’s mind, he was excited about the prospect of implementing a bold growth strategy for the coming years. The two most significant strategies for growth focused on diversifying product offerings beyond hardwood furniture and opening branded retail stores in the United States. Many fundamental business challenges, including brand awareness, financing and operational efficiency, had to be overcome to make these strategies effective. However, O’Brien was confident that the highly vertically integrated structure, unique product designs, cost-competitive sourcing and deeply engrained social mission of Tropical Salvage provided the leverage to overcome these challenges. As O’Brien considered how best to expand, he prepared to markdown the remaining inventory from his last shipment. Are his growth plans overly ambitious while the economy is so uncertain? Does it make sense to extend his product line beyond the hardwood furniture for which Tropical Salvage is known and has experience manufacturing? Is it financially sound to expand into branded retail at this time? Perhaps most importantly, are the trends in ‘conscientious’ consumerism significant enough to support the growth of a values-driven, sustainability-inspired business like Tropical Salvage? Close

• 4. [Article] Sustainability Amidst Uncertainty: Columbia Forest Products’ Pursuit of Sustainability in a Changing Market

  Upon reading the latest report from the Department of Housing and Urban Affairs, Harry Demorest found his concerns confirmed – the construction of new homes had fallen yet again across the United States. ...

  Citation × Citation Citation Abstract Copy Title: Sustainability Amidst Uncertainty: Columbia Forest Products’ Pursuit of Sustainability in a Changing Market Author: Marshall, Scott, Anderson, Zachary, Flax, Matthew, Gambetta, Daniel, Greene, Jacen, Pullman, Madeleine E. Year: 2009 Upon reading the latest report from the Department of Housing and Urban Affairs, Harry Demorest found his concerns confirmed – the construction of new homes had fallen yet again across the United States. Over the past month, new home starts had declined over 14% in December; this marked the end of 2007 during which housing starts were down 25% compared to the previous year and hit a low not experienced since 1993. The question was no longer “will there be a recession?” but rather “how long will the recession last?” The fate of Columbia Forest Products, the company that Harry led for 16 years as Chairman and CEO, is tightly bound to the US housing market. CFP has over a 40% market share in hardwood plywood products, most of which go into new home construction. Further, over the past three years, CFP has embarked on a journey into sustainability. This journey is marked most profoundly by the introduction of PureBond® non-formaldehyde plywood in 2006. A first in the industry, PureBond® provides significant health benefits to CFP employees and customers by removing a known carcinogen from its products. It also has been a catalyst for CFP to pursue a more comprehensive, sustainability-inspired strategy. But in the midst of the dreadful housing market in the US, Harry and the rest of CFP executive team wondered if further pursuit of a sustainability strategy would be detrimental to their company’s competitiveness. Title: Sustainability Amidst Uncertainty: Columbia Forest Products’ Pursuit of Sustainability in a Changing Market Author: Marshall, Scott, Anderson, Zachary, Flax, Matthew, Gambetta, Daniel, Greene, Jacen, Pullman, Madeleine E. Year: 2009 Upon reading the latest report from the Department of Housing and Urban Affairs, Harry Demorest found his concerns confirmed – the construction of new homes had fallen yet again across the United States. Over the past month, new home starts had declined over 14% in December; this marked the end of 2007 during which housing starts were down 25% compared to the previous year and hit a low not experienced since 1993. The question was no longer “will there be a recession?” but rather “how long will the recession last?” The fate of Columbia Forest Products, the company that Harry led for 16 years as Chairman and CEO, is tightly bound to the US housing market. CFP has over a 40% market share in hardwood plywood products, most of which go into new home construction. Further, over the past three years, CFP has embarked on a journey into sustainability. This journey is marked most profoundly by the introduction of PureBond® non-formaldehyde plywood in 2006. A first in the industry, PureBond® provides significant health benefits to CFP employees and customers by removing a known carcinogen from its products. It also has been a catalyst for CFP to pursue a more comprehensive, sustainability-inspired strategy. But in the midst of the dreadful housing market in the US, Harry and the rest of CFP executive team wondered if further pursuit of a sustainability strategy would be detrimental to their company’s competitiveness. Close

• 5. [Article] Triple Bottom Line: A Business Metaphor for a Social Construct

  The triple bottom line is emerging as a popular conceptualization and reporting vehicle for articulating corporate social, environmental, and economic performance and is receiving significant attention ...

  Citation × Citation Citation Abstract Copy Title: Triple Bottom Line: A Business Metaphor for a Social Construct Author: Brown, Darrell, Dillard, Jesse F., Marshall, Scott Year: 2006 The triple bottom line is emerging as a popular conceptualization and reporting vehicle for articulating corporate social, environmental, and economic performance and is receiving significant attention in connection with its efficacy and sufficiency as a means for reporting the extent to which an organization meets its societal responsibilities. By preparing and disseminating triple bottom line statements, an organization conveys an image of concern and sensitivity to the three dimensions of societal responsibility: economic, environmental, and social. However, as currently conceived and operationalized, we question whether the triple bottom line reports actually provide information relevant to accessing corporate responsibility and enforcing accountability, particularly social sustainability. In addition, we discuss the efficacy of using the bottom line as a metaphor to help determine the metrics and measures relevant to social sustainability. Our conclusion is that triple bottom line reporting, although a step towards increasing the awareness of multiple, competing, simultaneous objectives for organizations, is an inadequate, and perhaps detrimental, representation of organizational sustainability. While our primary concern is social sustainability, the associated issues cannot be adequately addressed without considering the natural and economic systems. This work is part of an ongoing program of research concerned with the developing an enabling accounting. In the following discussion, we explicitly consider the concept of the triple bottom line report that has been generally set forth in the accounting and reporting literature as a significant step forward in the quest for enhanced social and environmental corporate responsibility. The triple bottom line statement purports to render corporate actions more understandable and transparent in areas not covered under current reporting conventions. Within a democratically governed society, information provides the basis upon which citizens and their representatives stipulate and regulate the parameters within which organizations are required to operate. If managers are held accountable for the social and environmental impact of their decisions though the external reporting of results in these areas, they will of necessity more fully incorporate them into their decision processes. Title: Triple Bottom Line: A Business Metaphor for a Social Construct Author: Brown, Darrell, Dillard, Jesse F., Marshall, Scott Year: 2006 The triple bottom line is emerging as a popular conceptualization and reporting vehicle for articulating corporate social, environmental, and economic performance and is receiving significant attention in connection with its efficacy and sufficiency as a means for reporting the extent to which an organization meets its societal responsibilities. By preparing and disseminating triple bottom line statements, an organization conveys an image of concern and sensitivity to the three dimensions of societal responsibility: economic, environmental, and social. However, as currently conceived and operationalized, we question whether the triple bottom line reports actually provide information relevant to accessing corporate responsibility and enforcing accountability, particularly social sustainability. In addition, we discuss the efficacy of using the bottom line as a metaphor to help determine the metrics and measures relevant to social sustainability. Our conclusion is that triple bottom line reporting, although a step towards increasing the awareness of multiple, competing, simultaneous objectives for organizations, is an inadequate, and perhaps detrimental, representation of organizational sustainability. While our primary concern is social sustainability, the associated issues cannot be adequately addressed without considering the natural and economic systems. This work is part of an ongoing program of research concerned with the developing an enabling accounting. In the following discussion, we explicitly consider the concept of the triple bottom line report that has been generally set forth in the accounting and reporting literature as a significant step forward in the quest for enhanced social and environmental corporate responsibility. The triple bottom line statement purports to render corporate actions more understandable and transparent in areas not covered under current reporting conventions. Within a democratically governed society, information provides the basis upon which citizens and their representatives stipulate and regulate the parameters within which organizations are required to operate. If managers are held accountable for the social and environmental impact of their decisions though the external reporting of results in these areas, they will of necessity more fully incorporate them into their decision processes. Close