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• Background Note | HBS Case Collection | November 2016 (Revised March 2018)

  Note on the Impact of Millennials on the Food System

  Jose B. Alvarez, James Weber and Natalie Kindred

  In 2016, the millennial generation (those age 19 to 35 in 2016), the largest generation by population in the U.S., was entering its prime home buying, family forming, earning and spending years. This generation was showing different beliefs and behaviors than previous generations—beliefs and behaviors that were having a significant impact on the overall economy and in particular on the food industry. This note explores the millennial generation, how it differs from previous generations, and examples of how it is impacting the food industry.

  Keywords: Agribusiness; millennials; food; consumer packaged goods; Food; Age; Consumer Behavior; Agribusiness; Demographics; Values and Beliefs; Consumer Products Industry; Agriculture and Agribusiness Industry; Food and Beverage Industry; United States;

  Citation:

  Alvarez, Jose B., James Weber, and Natalie Kindred. "Note on the Impact of Millennials on the Food System." Harvard Business School Background Note 517-064, November 2016. (Revised March 2018.)  View Details

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• Case | HBS Case Collection | July 2017 (Revised March 2018)

  Magic Bus: From Childhood to Livelihood

  V. Kasturi Rangan, Vikram Gandhi, Anjali Raina, Rachna Chawla, V. Kasturi Rangan, Vikram Gandhi, Anjali Raina and Rachna Chawla

  Founded in 1999 by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the following question: What should the fourth phase should look like?

  Keywords: nonprofit management; social entrepreneurship; Development; growth and scaling; Social Entrepreneurship; Growth and Development Strategy; Nonprofit Organizations; Management;

  Citation:

  Rangan, V. Kasturi, Vikram Gandhi, Anjali Raina, and Rachna Chawla. "Magic Bus: From Childhood to Livelihood." Harvard Business School Case 518-005, July 2017. (Revised March 2018.)  View Details

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• Case | HBS Case Collection | July 2017 (Revised March 2018)

  Magic Bus: From Childhood to Livelihood

  V. Kasturi Rangan, Vikram Gandhi, Anjali Raina, Rachna Chawla, V. Kasturi Rangan, Vikram Gandhi, Anjali Raina and Rachna Chawla

  Founded in 1999 by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the following question: What should the fourth phase should look like?

  Keywords: nonprofit management; social entrepreneurship; Development; growth and scaling; Social Entrepreneurship; Growth and Development Strategy; Nonprofit Organizations; Management;

  Citation:

  Rangan, V. Kasturi, Vikram Gandhi, Anjali Raina, and Rachna Chawla. "Magic Bus: From Childhood to Livelihood." Harvard Business School Case 518-005, July 2017. (Revised March 2018.)  View Details

  CiteView DetailsEducatorsPurchase

  Related