HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeMarine Stewardship Council (B): Departing in unchartered watersback to Strategy

Case Study

Marine Stewardship Council (B): Departing in unchartered waters

By Ulrich Steger and George Rädler

13 pages

February 2000

Order this case study

Reference: IMD-2-0081

This case deals with the actual implementation of the Marine Stewardship Council (MSC). The case explains in detail the certification process for fisheries. This process is a “best practice example” for co-operation between environmental groups and corporations.

The case raises the role of Non-Governmental Organizations (NGOs) when co-operating with industry.

Learning Objective

Students will realize that conflict between both groups is unavoidable. Nevertheless, they will also realize the strategic value of such a co-operation.

Keywords

Stakeholder Management, Cooperation, Conflict Management, Fishery, Corporate Sustainability Management

Settings

World/global
1998

Type

Field Research

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

The Marine Stewardship Council (A): Is a joint venture possible between "suits and sandals"
The Marine Stewardship Council (B): Departing in unchartered waters
Transforming the global fishing industry: The marine Stewardship Council at full sail?

2001 EFMD AWARD WINNER (Social & Environmental Responsibility)

This case study is part of a series

The Marine Stewardship Council (A): Is a joint venture possible between "suits and sandals"
The Marine Stewardship Council (B): Departing in unchartered waters
Transforming the global fishing industry: The marine Stewardship Council at full sail?

Keep reading

Video

The end of corporate passivity

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

Competitiveness Corporate Governance Decision Making Leadership Politics Strategy

By Arturo Bris

in I by IMD

Case Study

UrbanLuxe: Supply chain and M&A

Supply Chain Mergers and Acquisitions Operations Strategy

By Ralf W. Seifert and Richard Markoff

Article

Luxury E-Commerce is dead - Whats Next?

The traditional e-commerce model is on its last legs. In a disrupted luxury landscape, brand leaders are shifting focus to unified commerce, hyper-personalization, and deeper digital storytelling to completely reinvent the customer experience of a...

Strategy Luxury

By Stéphane J. G. Girod and David Branch

in I by IMD

4 June 2025

Article

Trump’s unconventional negotiation strategy - Dr. Sebastian Moritz

Donald Trump’s tariff tactics offer a bold case study in game theory in negotiations. By setting the rules early, limiting options, and projecting power through credible threats, his approach shows how negotiations can be shaped long before the fi...

Breaking up to move forward: Why CFOs are at the heart of the de-conglomeration trend

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

Agility Corporate Governance Finance Leadership Strategy Sustainability

By Salvatore Cantale

in I by IMD

Article

Riding the duck curve - Evolving in the energy landscape

With solar power flooding grids, the duck curve creates both challenges and opportunities for businesses. Learn how smart companies can harness this shift to cut costs and boost efficiency.

Innovation Strategy Sustainability

By Robert Earle and Karl Schmedders

in I by IMD

27 May 2025

Article

Steady profit: Learning the lessons of future-ready companies - IbyIMD

In an increasingly uncertain world, how do companies plan for the long term? Take this short quiz to test your knowledge of future readiness, and read on for insights from future-ready companies.

Strategy Future Readiness

By Howard H. Yu

in I by IMD Brain Circuits

21 May 2025

Article

Can you rely on AI? - AI Trust Checklist

Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.

Leadership Strategy

By Öykü Işık and José Parra Moyano

in I by IMD

Case Study

Candles Killer: Lighting up the world at the bottom of the pyramid

Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous keros...

Sustainability Customer Centricity Innovation Strategy

By Winter Nie and Yunfei Feng

Article

Will shortages hit before tariff tensions ease?

As tariff tensions simmer and uncertainty clouds the future of global trade, freight industry leaders reflect on how businesses can brace for potential shortages, adapt supply chains, and stay resilient in a rapidly shifting landscape.

Global Business Politics Strategy Supply Chain

By Simon J. Evenett

in I by IMD

The end of corporate passivity

By Arturo Bris
in I by IMD

Summary

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Corporate Governance

Decision Making

Leadership

Politics

Strategy

Browse all topics

UrbanLuxe: Supply chain and M&A

By Ralf W. Seifert and Richard Markoff
Case reference: IMD-2654 ©2024

Summary

This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-up KYX. UrbanLuxe represents an old-school company selling a classic portfolio mainly via traditional distribution channels of luxury and travel retail, whereas KYX is exclusively an e-commerce brand. UrbanLuxe has a stable – perhaps stale – product line while KYX is in constant experimental churn, with an influencer-based media strategy that brings inherent demand volatility. The supply chain director is tasked with identifying the supply chain risks and opportunities associated with the acquisition. The two companies are different from both an operations perspective and a marketing perspective. UrbanLuxe has five factories servicing a global demand. KYX relies on one co-manufacturer focused on the US market. UrbanLuxe distributes to classic retailers from its own warehouses, KYX uses a third-party logistics provider for its exclusively e-commerce business. Further complicating matters, UrbanLuxe’s CEO has ambitious growth plans to make KYX a global brand. The supply chain director must not only consider integrating the acquisition but also supporting the growth strategy, for which they are asked to find cost savings to provide funding. The case provides a vehicle for students to consider the supply chain challenges a company might face in successfully integrating a starkly different acquisition. This case anchored in the real world will elicit universal challenges in companies today.

Reference IMD-2654

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Supply Chain

Mergers and Acquisitions

Operations

Strategy

Browse all topics

Luxury E-Commerce is dead - Whats Next?

By Stéphane J. G. Girod and David Branch
in I by IMD 4 June 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Luxury

Browse all topics

Trump’s unconventional negotiation strategy - Dr. Sebastian Moritz

By Anna Cajot
in I by IMD 3 June 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Negotiation

Browse all topics

Breaking up to move forward: Why CFOs are at the heart of the de-conglomeration trend

By Salvatore Cantale
in I by IMD

Summary

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Agility

Corporate Governance

Finance

Leadership

Strategy

Sustainability

Browse all topics

Riding the duck curve - Evolving in the energy landscape

By Robert Earle and Karl Schmedders
in I by IMD 27 May 2025

Summary

With solar power flooding grids, the duck curve creates both challenges and opportunities for businesses. Learn how smart companies can harness this shift to cut costs and boost efficiency.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Innovation

Strategy

Sustainability

Browse all topics