Renato Orsato

The Palm Oil Dilemma

By  Renato Orsato,  Horacio Falcao,  Luk Van Wassenhove,  Renata Loew Weiss,  Mona Parikh McNicholas,  Giovanna Sanches
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This case explores the events leading to the creating of a multi-stakeholder platform, the Roundtable on Sustainable Palm Oil (RSPO). The promotion of palm oil as an alternative to fossil fuels has increased demand, hence the “palm oil dilemma”: to produce oil more sustainably or save the forests?

    Published 25 Aug 2014

    Reference 5904

    Topic Responsibility

    Industry Consumer Goods,  Health, Wellness and Fitness

    Region Global

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    The Palm Oil Dilemma

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    This case explores the events leading to the creating of a multi-stakeholder platform, the Roundtable on Sustainable Palm Oil (RSPO). The promotion of palm oil as an alternative to fossil fuels has increased demand, hence the “palm oil dilemma”: to produce oil more sustainably or save the forests?
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      Velib': Sustainable Market Space?

      By  Renato Orsato,  Luk Van Wassenhove
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      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.

        Published 28 Jun 2010

        Reference 5689

        Topic Strategy

        Industry Marketing and Advertising

        Region Europe

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        Velib': Sustainable Market Space?

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        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.
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          Mobility Innovation for a Better Place

          By  Luk Van Wassenhove,  Renato Orsato,  Sophie Hemne
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          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.

            Published 30 Sep 2009

            Reference 5630

            Topic Entrepreneurship

            Industry Automotive,  Mechanical or Industrial Engineering

            Region Global

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            Mobility Innovation for a Better Place

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            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.
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              Eco-Entrepreneurship - TH!NK's Bumpy Ride

              By  Renato Orsato,  Peter Wells,  Luk Van Wassenhove
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              This case describes the trajectory of a group of Norwegian entrepreneurs to develop and commercialize a battery electric vehicle (BEV) called THINK. The business opportunity was for a vehicle intended for eco-oriented niche markets in urban or suburban personal transportation.

                Published 28 Apr 2008

                Reference 5485

                Topic Entrepreneurship

                Industry Automotive,  Transportation/Trucking/Railroad

                Region Europe

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                Eco-Entrepreneurship - TH!NK's Bumpy Ride

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                This case describes the trajectory of a group of Norwegian entrepreneurs to develop and commercialize a battery electric vehicle (BEV) called THINK. The business opportunity was for a vehicle intended for eco-oriented niche markets in urban or suburban personal transportation.
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                  Empowering the Bottom of the Pyramid via Product Stewardship: Tetra Pak Entrepreneurial Networks in Brazil

                  By  Renato Orsato,  Fernando Von Zuben,  Luk Van Wassenhove
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                  The Tetra Pak aseptic packaging is made of paper, polyethylene and aluminium, which makes recycling difficult. Nonetheless, recycling rates raised from 12% in 2000 to 25% in 2005. Such performance was obtained without any regulations. The product stewardship policy of Tetra Pak made possible the formation of unique entrepreneurial networks.

                    Published 01 Sep 2007

                    Reference 5472

                    Topic Responsibility

                    Industry Package/Freight Delivery

                    Region South America

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                    Empowering the Bottom of the Pyramid via Product Stewardship: Tetra Pak Entrepreneurial Networks in Brazil

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                    The Tetra Pak aseptic packaging is made of paper, polyethylene and aluminium, which makes recycling difficult. Nonetheless, recycling rates raised from 12% in 2000 to 25% in 2005. Such performance was obtained without any regulations. The product stewardship policy of Tetra Pak made possible the formation of unique entrepreneurial networks.
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                      Eco-Activism: Greenpeace, the Oil Industry and the Stuart Oil Shale Project in Australia

                      By  Renato Orsato,  Kes McCormick
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                      The case uses data to expose that modern societies will remain highly dependent on oil for years to come. The Stuart oil shale project in Australia was based in such rationale but its (high) environmental impact caused strong opposition from Greenpeace and local stakeholders, culminating in its closure in 2004.

                        Published 01 Nov 2006

                        Reference 5339

                        Topic Economics & Finance

                        Region Other Regions

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                        Eco-Activism: Greenpeace, the Oil Industry and the Stuart Oil Shale Project in Australia

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                        The case uses data to expose that modern societies will remain highly dependent on oil for years to come. The Stuart oil shale project in Australia was based in such rationale but its (high) environmental impact caused strong opposition from Greenpeace and local stakeholders, culminating in its closure in 2004.
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                          Eco-Branding: The Case of Änglamark

                          By  Renato Orsato,  Andrea Ostrom
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                          This case describes the development of an ecological brand in a large Swedish supermarket chain. The experience of änglamark has been unique and successful, but fierce price rivalry, change in consumer preferences and strategic alliances among Scandinavian cooperatives are jeopardizing the future of the brand.

                            Published 02 Jan 2006

                            Reference 5314

                            Topic Strategy

                            Region Europe

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                            Eco-Branding: The Case of Änglamark

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                            This case describes the development of an ecological brand in a large Swedish supermarket chain. The experience of änglamark has been unique and successful, but fierce price rivalry, change in consumer preferences and strategic alliances among Scandinavian cooperatives are jeopardizing the future of the brand.
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