Harvard Case - Ethos-Spirit of the Community: Trekking towards Social and Sustainable Venturing
"Ethos-Spirit of the Community: Trekking towards Social and Sustainable Venturing" Harvard business case study is written by J. Robert Mitchell. It deals with the challenges in the field of General Management. The case study is 12 page(s) long and it was first published on : Dec 15, 2020
At Fern Fort University, we recommend a strategic shift towards a hybrid business model that leverages the university's existing strengths in education, research, and community engagement to create a sustainable and socially impactful venture. This model will focus on developing and delivering innovative solutions in areas like sustainable tourism, community development, and environmental conservation while fostering a strong corporate social responsibility (CSR) ethos.
2. Background
Fern Fort University, a renowned institution with a strong commitment to community development, faces a critical juncture. The university, facing declining enrollment and funding challenges, seeks to diversify its revenue streams and enhance its societal impact. The case study highlights the university's desire to leverage its existing strengths in research, education, and community engagement to create a sustainable and socially impactful venture. The main protagonist, Dr. Singh, a visionary leader, champions this initiative, aiming to create a model that aligns with the university's values and addresses the pressing needs of the local community.
3. Analysis of the Case Study
Strategic Framework: This case study can be analyzed through the lens of Porter's Five Forces, SWOT analysis, and Blue Ocean Strategy.
Porter's Five Forces:
- Threat of New Entrants: Low, due to the university's established reputation and expertise in the region.
- Bargaining Power of Buyers: Moderate, as the university's target audience consists of diverse stakeholders with varying needs and expectations.
- Bargaining Power of Suppliers: Low, as the university has access to a wide range of resources and expertise.
- Threat of Substitutes: Moderate, as alternative solutions for community development and sustainable tourism exist, posing potential competition.
- Competitive Rivalry: Moderate, as the university faces competition from other educational institutions, NGOs, and private sector ventures.
SWOT Analysis:
- Strengths: Strong brand reputation, experienced faculty, established research capabilities, deep community engagement, access to diverse talent pool.
- Weaknesses: Limited financial resources, bureaucratic structures, potential resistance to change, lack of experience in commercial ventures.
- Opportunities: Growing demand for sustainable tourism, increasing focus on community development, government initiatives promoting social impact, potential for partnerships with businesses and NGOs.
- Threats: Economic uncertainty, competition from established players, potential regulatory challenges, changing consumer preferences.
Blue Ocean Strategy:
- Create a new market space: By focusing on sustainable tourism, community development, and environmental conservation, the university can create a unique value proposition that differentiates it from traditional competitors.
- Unleash new demand: By addressing the unmet needs of both local communities and tourists seeking authentic and responsible experiences, the university can create a new market for its services.
Financial Analysis:
- Revenue streams: The venture can generate revenue through various channels, including tourism packages, training programs, consulting services, and research grants.
- Cost structure: The university needs to carefully manage its costs, considering infrastructure, staffing, marketing, and operational expenses.
- Financial projections: Developing realistic financial projections, including break-even analysis and return on investment (ROI), will be crucial for securing funding and demonstrating the venture's viability.
4. Recommendations
1. Develop a Hybrid Business Model:
- Education and Research: Leverage existing academic programs and research expertise to develop innovative solutions in sustainable tourism, community development, and environmental conservation.
- Social Enterprise: Establish a social enterprise arm that delivers these solutions through tourism packages, training programs, consulting services, and community development projects.
- Partnerships: Collaborate with local businesses, NGOs, and government agencies to enhance the impact and reach of the venture.
2. Focus on Sustainable Tourism:
- Develop unique and authentic experiences: Offer curated tours that showcase the region's cultural heritage, natural beauty, and sustainable practices.
- Involve local communities: Partner with local communities to create employment opportunities, preserve traditional knowledge, and ensure equitable benefits from tourism.
- Promote responsible travel: Emphasize eco-friendly practices, minimize environmental impact, and encourage responsible consumption.
3. Foster Community Development:
- Empower local communities: Provide training programs and resources to enhance local livelihoods, promote entrepreneurship, and strengthen community resilience.
- Address social issues: Develop projects that tackle poverty, inequality, and environmental degradation, aligning with the university's social mission.
- Create a platform for collaboration: Facilitate dialogue and partnerships between local communities, businesses, and government agencies to address shared challenges.
4. Implement a Strong CSR Framework:
- Embed sustainability principles: Integrate environmental, social, and governance (ESG) considerations into all aspects of the venture's operations.
- Measure and report impact: Track the social and environmental impact of the venture using relevant metrics and transparent reporting mechanisms.
- Promote ethical practices: Adhere to ethical business principles, ensuring fair labor practices, responsible sourcing, and transparency in all dealings.
5. Leverage Technology and Analytics:
- Data-driven decision making: Utilize data analytics to understand market trends, customer preferences, and the impact of the venture.
- Digital marketing: Employ digital marketing strategies to reach a wider audience, promote responsible tourism, and engage stakeholders.
- Innovation in service delivery: Explore innovative technologies to enhance the delivery of services, improve efficiency, and enhance customer experience.
5. Basis of Recommendations
- Core competencies and consistency with mission: The recommendations align with the university's core competencies in education, research, and community engagement, while remaining consistent with its mission of social impact and sustainable development.
- External customers and internal clients: The recommendations address the needs of both external customers (tourists, businesses, NGOs) and internal clients (students, faculty, staff) by providing opportunities for learning, collaboration, and social impact.
- Competitors: The recommendations differentiate the university from traditional competitors by focusing on sustainable tourism, community development, and social impact, creating a unique value proposition.
- Attractiveness: The venture's financial viability is supported by a diversified revenue model, cost-effective operations, and potential for significant social and environmental returns.
- Assumptions: The recommendations are based on the assumption that the university is committed to long-term sustainability, is willing to embrace innovation, and has the capacity to manage the risks and challenges associated with this venture.
6. Conclusion
Fern Fort University has a unique opportunity to leverage its strengths and resources to create a sustainable and socially impactful venture. By adopting a hybrid business model that integrates education, research, and social enterprise, the university can create a model that aligns with its values, addresses the needs of the community, and generates revenue. This venture will not only contribute to the university's financial sustainability but also enhance its reputation as a leader in sustainable development and community engagement.
7. Discussion
Alternatives:
- Traditional business model: The university could focus on traditional revenue streams like tuition fees and research grants, but this would require significant cost-cutting and potentially compromise its social mission.
- Pure social enterprise: The university could focus solely on social impact, but this would require significant external funding and may not be financially sustainable in the long term.
Risks and Key Assumptions:
- Market demand: The success of the venture depends on the demand for sustainable tourism and community development initiatives.
- Financial viability: The venture needs to generate sufficient revenue to cover its costs and achieve financial sustainability.
- Operational efficiency: The university needs to manage its operations efficiently to ensure cost-effectiveness and maximize impact.
- Community engagement: The venture's success depends on the active involvement and support of local communities.
Options Grid:
| Option | Pros | Cons |
|---|---|---|
| Hybrid Business Model | Aligns with core competencies, generates revenue, enhances social impact | Requires significant change management, potential for conflicts between social and commercial objectives |
| Traditional Business Model | Predictable revenue streams, low risk | May not be sustainable in the long term, could compromise social mission |
| Pure Social Enterprise | High social impact, aligns with university values | Requires significant external funding, may not be financially viable |
8. Next Steps
- Develop a detailed business plan: This plan should outline the venture's objectives, target market, revenue model, cost structure, and financial projections.
- Secure funding: The university needs to secure funding from various sources, including government grants, private investments, and philanthropic donations.
- Establish a dedicated team: A team of experienced professionals with expertise in tourism, community development, and social enterprise should be assembled to manage the venture.
- Pilot projects: The university should launch pilot projects to test the feasibility and effectiveness of its proposed solutions.
- Continuous evaluation and improvement: The university should regularly evaluate the venture's performance and make necessary adjustments to ensure its sustainability and impact.
This comprehensive approach, guided by a strategic framework, will allow Fern Fort University to achieve its goals of financial sustainability, social impact, and community engagement. By embracing innovation, fostering collaboration, and remaining true to its values, the university can create a model for sustainable and socially responsible venturing that inspires others to follow suit.
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Case Description
Ethos - Spirit of the Community (Ethos), a sustainable tourism company in Sa Pa, Vietnam, existed to support a wide variety of environmental and social initiatives that benefited members of local, ethnic minority groups. In early 2019, the organization's founders were working with 22 female tour guides and 260 ethnic minority host families to offer sustainable and socially responsible treks in the region. However, their ability to continue was in jeopardy due to changing regulations that would affect the working status of the company's local trekking guides. Addressing this change was essential because the business depended on the local women who led Ethos tour groups, and the new requirement could mean Ethos's underlying business model could fall apart, undermining its ability to support related environmental and social initiatives. How could the founders ensure that Ethos would survive as a long-term venture that was able to make a difference in the lives of the local people while also accomplishing their own long-term goals?
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