Case Study-QA229 online

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In the supplemental textbook (The Sustainable Business Case Book), read and complete the Chapter 13 Case -Strategic Mission–Driven Sustainable Business: Stonyfield Yogurt. In doing so, you will submit a word or .pdf document to the Final Project Drop Box completing the following exercises.

1. Go to the website of a company and try to identify the company’s main strategy.

2. For the same company, try to identify indicators of the company’s competitive position. Does the company appear to have a competitive advantage? Use company data and figures to answer the question.

3. Entrepreneurs must demonstrate a strong, genuine, continuous, and personal commitment to a cause-related mission and action plan. Why was Stonyfield started as a company? What roles did the two entrepreneurs play in taking Stonyfield to the company that it is today?

4. Were Gary and Samuel presiding over something really innovative or unique in the business world or were they just adding a few novel twists to business as usual?

5. How did Stonyfield use alternative marketing tactics to grow its business?

6. What is Stonyfield’s mission? Why is it important for companies to have a clearly articulated mission statement?

7. Describe Stonyfield’s environmental performance in terms of management of resources and waste, including energy use, application of materials science, clean technology, emissions control, and recycling. Cite specific examples of added value or cost reduction from the company’s management of resources and waste.

8. Go to Professor Philip H. Howard’s web page at https://www.msu.edu/~howardp./organicindustry.html and look at all of Howard’s five diagrams. How has the structure of the organic food industry changed over the time frame covered by the five partial network diagrams (from the earliest network diagram to the latest)? If you were the owner of a small, privately owned organic food company what lesson can you learn by studying all five diagrams?

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9. Discuss the relationship between Stonyfield and Danone. Are the guiding principles of what is important to Stonyfield’s sustainability mission and strategies at risk under Groupe Danone’s ownership?

10.List three to five main contributing factors in Stonyfield’s success. Discuss how these factors led to Stonyfield’s success. What, if any, specific aspects of
Stonyfield’s contributing factors, sustainability mission, strategies, and approaches have the greatest potential for transferability to other businesses?

11.Throughout the case there are several examples where a sustainability action has positive and negative implications. Discuss the powdered milk and PLA cup decisions in terms of features and benefits.

12.Are Gary Hirshberg’s “hard-headed” conclusions little more than moral platitudes or are they really hard-earned, practical, positive (e.g., what is), and normative (e.g., what should be) lessons on how to globally scale sustainable products benefit of the plant, people, and profits? Find two or three examples of how other companies have applied Hirshberg’s conclusions on a global scale to benefit the planet.

13.Corporations are important elements of the communities in which they operate. As a corporate citizen, an organization should be moved to interact with and contribute to its local, regional, national, and global communities, especially as related to environmental, health, and business issues. Describe Stonyfield’s resulting corporate partnerships. Note operational strategies, tools, or methods used to foster corporate citizenship within the local and extended corporate community. Explain how sustainability principles are demonstrated by management and encouraged throughout the organization.

14.Write a memorandum to the new CEO of Stony field about the
importance of focusing on the sustainability mission of the company. The memo should include detailed discussion with specifics of how Stony field has benefited from a focus on sustainability at the strategic company level and how it can continue to benefit from a focus on sustainability.

15.In a separate memorandum to the CEO of Stony field’s parent DANONE, discuss the risks and opportunities of having Gary Hirschberg step down as CE-YO of Stony field. The memo should include discussion of how much of the company’s success has been based on the leadership and commitment of Mr. Hirschberg to sustainability and how an effective leadership transition can be achieved with Mr. Freeze.

16.Discuss the likelihood of Stony field having a strong influence on DANONE’s sustainability practices over the long term. Describe the challenges for DANONE in adopting Stony field’s mission-driven approach to sustainability. Describe the main opportunities for DANONE in adopting Stony field’s sustainability practices throughout the international company.

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