This case tells the story of successful corporate entrepreneurship bringing sustainable value innovation to agribusiness. It recounts the history of EADS-Astrium, subsidiary Infoterra and the development of a new product-service called Farmstar to help farmers reduce costs and increase yields.

Velib' is a station bicycle system in which rented bicycles can be picked up in one station and returned to a different one, and is an initiative of the mayor of Paris in partnership with JCDecaux, the giant advertising company. The system has been an instant success, with 50 million users in its first two years of operations.

This case describes carbon cap-and-trade regulation and the principle carbon emissions drivers within HeidelbergCement and the cement industry. This leads to the focal decisions in the case regarding technology choice, product specification and plant locations. Further complexities arise due to international competition and uncertainties associated with the evolving carbon market.

This case describes the relief supply chain in the initial 72 hours following a large-scale natural disaster. Taking the earthquake in Armenia as an example, we use the Fritz Institute Framework, published in 2005, to draw a parallel between two response systems: the Colombian government response and the National Society of the Red Cross, part of the Red Cross Movement based in Geneva.

Denmark-based Kjaer Group had supplied vehicles and services to humanitarian fleets since 1977. In 2005, in an effort to differentiate their value proposition from that of other suppliers to the sector, they devised an integral fleet management solution, thereby moving from a product to a service based offering (servicising) for their customers.

In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.

In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.

In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.

In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.

In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort.