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16 case(s) found.
This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.
Reference 6231
Published 28 Oct 2016
Length 5 page(s)
Topic Strategy
Region Global
Industry Renewables & Environment
This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.
This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.
Reference 6231
Published 28 Oct 2016
Length 3 page(s)
Topic Strategy
Region Global
Industry Renewables & Environment
This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.
This exercise uses monthly data for the US from 1978-2013 to estimate a demand function for gasoline in the US. The demand function is used to calculate the price and income elasticity of demand. Subsequently, it shows how to estimate elasticities in the short and the long run.
Reference 6159
Published 21 Aug 2015
Length 5 page(s)
Topic Economics & Finance
Region Global
Industry Oil & Energy, Renewables & Environment
This exercise uses monthly data for the US from 1978-2013 to estimate a demand function for gasoline in the US. The demand function is used to calculate the price and income elasticity of demand. Subsequently, it shows how to estimate elasticities in the short and the long run.
Case A describes the creation and growth of Nuru Energy. Starting from nothing, the founder 'bootstraps' a social venture with the goal of providing affordable and effective lighting solutions for 800 million people without access to the electricity grid in sub-Saharan Africa and India.
Reference 5847
Published 26 Feb 2013
Length 14 page(s)
Topic Entrepreneurship
Region Global
Industry Renewables & Environment
Case A describes the creation and growth of Nuru Energy. Starting from nothing, the founder 'bootstraps' a social venture with the goal of providing affordable and effective lighting solutions for 800 million people without access to the electricity grid in sub-Saharan Africa and India.
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.
Reference 5750
Published 31 Oct 2011
Length 8 page(s)
Topic Responsibility
Region Global
Industry Renewables & Environment
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.
Reference 5750
Published 31 Oct 2011
Length 4 page(s)
Topic Responsibility
Region Global
Industry Renewables & Environment
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.
