Chocolates El Rey

Rohit   Deshpandé; Gustavo   Herrero; Regina  Garcia-Cuellar

Case | HBS Case Collection | January 2008 (Revised February 2010)

Chocolates El Rey

by Rohit Deshpandé, Gustavo Herrero and Regina Garcia-Cuellar

Abstract

In late November 2006, Jorge Redmond, CEO of Chocolates El Rey, called a meeting with senior management to discuss the company's growth strategy. A relatively small firm with sales of around $14 million, El Rey produced top quality chocolate made with single origin Venezuelan cocoa beans. The firm sold its chocolates in four different segments—food services, industry, retail, and beverages—and exported 17% of its production, mostly to the United States, Europe, and Japan. El Rey needed to grow, but Redmond wondered how to achieve growth and how to market the "El Rey" brand to its different target segments and international markets. With only 0.5% of the cocoa's world production, was it worth the effort to try and establish a country-of-origin image for Venezuelan chocolate? If so, how could El Rey go about it?

Keywords: Family Business; Globalized Markets and Industries; Growth and Development Strategy; Brands and Branding; Marketing Strategy; Segmentation; Agriculture and Agribusiness Industry; Food and Beverage Industry; Venezuela;

Format: Print

21 pages

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Citation:

Deshpandé, Rohit, Gustavo Herrero, and Regina Garcia-Cuellar. "Chocolates El Rey." Harvard Business School Case 508-052, January 2008. (Revised February 2010.)

Case | HBS Case Collection | January 2020

BlackRock: Linking Purpose to Profit

Rohit Deshpandé, Aiyesha Dey and George Serafeim

The case revolves around the actions that Barbara Novick, co-founder and Vice-Chair of Blackrock and Michelle Edkins, Global Head of Investment Stewardship would need to take on the back of the controversial CEO letters from Laurence (Larry) Fink, Chairman and CEO of BlackRock. Fink’s letters focused on the importance of corporate purpose and investing considering environmental, social and governance (ESG) issues. The case also discusses Blackrock’s plans for a new model of shareholder engagement to help drive the changes proposed in the letters. The case presents the opportunity to discuss the governance role played by major institutional investors, and how the responsibilities and actions of one large investor, BlackRock, should evolve in such a role going forward. It is not clear whether BlackRock should play such a role, and if so, whether they have the ability to enforce corporate compliance and to carry out this role given they are primarily an index investor. The case is likely to generate spirited debate about the merits of BlackRock’s pronouncements, the importance of corporate investments in ESG themes, and allows for discussions on measurement and disclosure strategies that can judge progress on these dimensions.

Keywords: boards of directors; Institutional investors; disclosure; transparency; corporate purpose; Corporate profits; ESG; ESG disclosure metrics; corporate sustainability; engagement strategy of institutions; stewardship role of institutions; Corporate Governance; Governing and Advisory Boards; Institutional Investing; Accounting; Corporate Disclosure; Mission and Purpose; Profit; Environmental Sustainability; Climate Change; Diversity; Corporate Accountability;

Citation:

Deshpandé, Rohit, Aiyesha Dey, and George Serafeim. "BlackRock: Linking Purpose to Profit." Harvard Business School Case 120-042, January 2020. View Details

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This case follows the conception and emergence of the Dubai International Film Festival (DIFF). In an already crowded and highly competitive industry, Abdulhamid Juma was attempting to define and establish a unique brand positioning for DIFF. Committed to its vision, Juma led the introduction of various initiatives over the years and was able to effectively grow the festival’s profile amid emerging regional and well-established global players like the Cannes, Sundance, and Toronto film festivals. By the end of 2016, Juma found himself at a crossroads. Could he continue to follow the historical strategy, or was it time to consider a change in order to take it the next level? What would be the best strategy for ensuring DIFF’s survival for many years to come?

Silkroad—a cross-cultural music collaboration that world-famous cellist Yo-Yo Ma had spearheaded since 1998, was preparing to celebrate its 20th anniversary. In parallel, Ma was stepping back from his role as the organization’s Artistic Director. Silkroad had come of age, gaining international recognition for its uniquely global music, which blended musical traditions from across the world—especially Asia, the Middle East, Europe, and America. The Ensemble had also forged strong partnerships with universities, local governments, and civic groups and developed an array of outreach programs to help people understand and express themselves through music. Ma was confident that there could be no better time to hand over leadership. But the transition was bittersweet: He felt a deep personal connection both to the Ensemble as a whole and to every one of its performers and staff members. And he wondered how reducing his involvement would affect the organization’s sustainability.

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Chocolates El Rey

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