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    Corporate social innovation in East African Breweries Ltd.
    (Fundacio ESADE, ) Ogola, Fredrick; Mungai, Edward
    In December 2003, East African Breweries Ltd(EABL) launched a low-cost beer named Senator targeted at low-income consumers in Kenya. The decision was based on the realization that a significant portion of Kenyan alcohol market was divided between traditional brews and illicit liquors. These brews and liquors were leaving behind a trail of health problems on their consumers. The government of Kenya had requested EABL's help in solving this problem. Diageo, the london-based brewing giant, was EABL's main shareholder. EABL management had convinced Diageo that a low-cost beer was an appropriate response to the decline of EABL's market share while simultaneously being a socially responsible investment. However, a six-month post-lauch survey done in May 2004 had shown that senator was not selling as well had been projected. Further, the survey found that some EABL patrons were trading down from the premium brands like tusker to senator. In June 2004, Gerald Mahinda, EABL group managing director had only one question for Lemmy Mutahi, EABL marketing manager for emerging brands:how to make senator a sustainable social product innovation for EABL and by extension Diageo.
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    Kevin Otieno-Onyango: business and technology dilemma (A)
    (Emerald Group Publishing Limited, 2013) Acosta, Freddie Racosas; Acosta, Arlene Suson
    The dilemma could be described something like: “I want to do an honest business in order to alleviate somewhat the financial difficulty of my family […] yet my pursuit impacts negatively on my immediate customers”. This is a case of the morality of actions with indirect effects (non-intentional effects).
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    Musoni Microfinance Kenya : IT-enabled business model
    (Emerald Group Publishing Limited, 2014) Acosta, Freddie Racosas; Ndonga, Samuel Mwangi
    Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment.
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    Zaidi Oil: the SAP ERP dilemma
    (Emerald Group Publishing Limited, 2014) Acosta, Freddie Racosas; Acosta, Arlene Suson
    On a beautiful October morning in 2011, the CEO of a mid-size oil marketing company located in Nairobi, Kenya has to make a tough decision whether to upgrade their current B1 system to a bigger version of SAP. Abbas, the new Information Communications Technology (ICT) Director of Zaidi Group, was worried that Zaidi was building a bigger and bigger company on top of a more and more small enterprise resource planning system. Abbas’s fears also include RedLock’s past inefficiencies. Kariuki, the Finance Director, on the other hand was into the fear of overspending in a huge information technology (IT)system where current functionalities required can be addressed by a smaller system through add-ons, customization and development.