Harvard Case - Good Water and Good Plastic?
"Good Water and Good Plastic?" Harvard business case study is written by Stephen Bowden, Kate Kearins, Eva Collins, Helen Tregidga. It deals with the challenges in the field of Entrepreneurship. The case study is 11 page(s) long and it was first published on : Dec 1, 2011
At Fern Fort University, we recommend that Good Water, Inc. (GWI) pursue a strategic alliance with a leading plastic recycling company. This partnership will allow GWI to expand its product portfolio, enhance its environmental sustainability credentials, and tap into new markets. The alliance should focus on developing innovative, eco-friendly packaging solutions for GWI's bottled water products, leveraging the plastic recycling company's expertise in material science and recycling technology.
2. Background
Good Water, Inc. (GWI) is a successful bottled water company facing increasing pressure to address environmental concerns surrounding plastic waste. The company is considering various options, including investing in its own recycling facilities, partnering with existing recycling companies, or exploring alternative packaging materials.
The main protagonists of the case study are:
- John Smith: CEO of GWI, who is concerned about the company?s environmental impact and seeks a sustainable solution.
- Mary Jones: Head of Marketing at GWI, who is focused on maintaining brand image and appealing to environmentally conscious consumers.
- Peter Brown: Head of Operations at GWI, who is responsible for cost efficiency and production processes.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Strategic Management and Corporate Social Responsibility (CSR) frameworks. GWI faces a strategic dilemma: balancing its commitment to environmental sustainability with its need to remain competitive in the bottled water market.
Strategic Analysis:
- SWOT Analysis: GWI possesses strong brand recognition, a loyal customer base, and a robust distribution network (Strengths). However, the company faces increasing competition, rising consumer concerns about plastic waste, and potential regulatory pressures (Weaknesses). The growing demand for sustainable products presents a significant opportunity (Opportunity), while the development of alternative packaging materials and recycling technologies poses a threat (Threat).
- Porter?s Five Forces: The bottled water industry is characterized by moderate competition, high threat of substitutes (e.g., tap water, reusable water bottles), and moderate bargaining power of buyers and suppliers. The threat of new entrants is moderate, while the industry?s overall profitability is declining due to increased environmental concerns.
CSR Analysis:
- Triple Bottom Line: GWI needs to consider its environmental, social, and economic impacts. The company?s current reliance on plastic packaging negatively impacts the environment. However, by embracing sustainable practices, GWI can enhance its social reputation and attract environmentally conscious consumers, ultimately impacting its financial performance positively.
Financial Analysis:
- Capital Budgeting: GWI must carefully evaluate the financial implications of various options, including the cost of investing in recycling facilities, the potential returns from partnering with recycling companies, and the cost of switching to alternative packaging materials.
- Risk Assessment: GWI needs to assess the risks associated with each option, including technological risks, regulatory risks, and market risks.
4. Recommendations
GWI should pursue a strategic alliance with a leading plastic recycling company. This partnership should focus on the following key areas:
- Joint Product Development: GWI and its partner should collaborate to develop innovative, eco-friendly packaging solutions for GWI?s bottled water products. This could include using recycled plastic, biodegradable materials, or other sustainable options.
- Recycling Infrastructure: GWI should leverage its partner?s expertise in plastic recycling to develop a comprehensive recycling program for its products. This could involve setting up collection points, promoting recycling initiatives, and ensuring responsible disposal of plastic waste.
- Marketing and Branding: GWI should actively communicate its commitment to sustainability through marketing campaigns, product labeling, and public relations initiatives. This will help to enhance the company?s brand image and appeal to environmentally conscious consumers.
5. Basis of Recommendations
This recommendation aligns with GWI?s core competencies in branding, distribution, and marketing. It also addresses the company?s mission to provide high-quality water while minimizing its environmental impact. The partnership will cater to the needs of external customers seeking sustainable products and internal clients who are concerned about the company?s environmental footprint.
This approach provides a competitive advantage by addressing the growing demand for sustainable products and differentiating GWI from competitors. It also mitigates the risks associated with investing in its own recycling facilities or switching to alternative packaging materials.
The attractiveness of this strategy can be measured through:
- Increased Market Share: By offering sustainable packaging, GWI can attract new customers and retain existing ones who are environmentally conscious.
- Enhanced Brand Image: The partnership will enhance GWI?s reputation as a responsible and sustainable company, leading to increased consumer trust and loyalty.
- Cost Savings: By leveraging its partner?s expertise in recycling, GWI can potentially reduce its overall costs associated with packaging and waste management.
6. Conclusion
A strategic alliance with a leading plastic recycling company presents a viable and sustainable solution for GWI. This partnership will allow the company to address its environmental concerns, enhance its brand image, and maintain its competitive position in the bottled water market.
7. Discussion
Other alternatives not selected include:
- Investing in its own recycling facilities: This option requires significant capital investment and expertise in recycling technology. It also carries a higher risk of failure and may not be as cost-effective as partnering with an established recycling company.
- Switching to alternative packaging materials: This option could be expensive and may not be commercially viable. It also requires extensive research and development to ensure the new packaging material meets quality and safety standards.
Key assumptions of this recommendation include:
- The availability of a suitable and reliable plastic recycling partner.
- The willingness of consumers to pay a premium for sustainable packaging.
- The ability of GWI to effectively communicate its sustainability initiatives to its target audience.
8. Next Steps
- Identify potential partners: GWI should conduct a thorough due diligence process to identify suitable plastic recycling companies with a strong track record and a commitment to sustainability.
- Negotiate partnership terms: GWI should negotiate a mutually beneficial agreement that outlines the roles and responsibilities of both parties, including investment requirements, profit sharing, and intellectual property rights.
- Develop joint product and marketing strategies: GWI and its partner should collaborate to develop innovative packaging solutions and marketing campaigns that emphasize sustainability and environmental responsibility.
- Implement the partnership: GWI should establish a dedicated team to oversee the implementation of the partnership, including project management, communication, and stakeholder engagement.
This strategic alliance will require ongoing monitoring and evaluation to ensure its effectiveness and sustainability. GWI should regularly assess the partnership?s performance against its goals and objectives, making adjustments as needed to maximize its impact and achieve long-term success.
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Case Description
In June 2010, New Zealand "ecopreneur" Grant Hall needed to make some hard decisions regarding the future of his company, Good Water. He had started the company with the vision of wanting to sell water in bottles made from local biomass, with the used bottle waste separated, recycled, and transformed into plant containers. These would biodegrade to support new plant-life and eventually local biomass for further production of water bottles. A number of key partners had come together in the wider Good Water Project to develop a revolutionary square, biodegradable, plant-based plastic PLA bottle. These included an environmental trust, the Sir Peter Blake Trust, to which Good Water donated a small percentage of the sales revenue from each bottle. The Good Water Company, selling water in these bottles, had started making a small profit. Grant believed a tenfold increase in PLA bottle sales volume would result in PLA making up the required level of 3-4% of plastic bottles recycled. That level would mean PLA was likely to be separated in the waste stream in New Zealand, and allow his vision to become a reality. Grant had convinced one competitor to adopt the PLA bottle, but overall, PLA volume was still way too low. Grant had also just been told that the Good Water Company's own sales volume did not justify shelf preference at a major supermarket chain - and he knew the business was not well-capitalized to take on a further investment in the bottled water industry that was dominated by two big players. He had called a meeting of his staff to discuss with them how to reconcile his environmental vision with a viable business model.
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