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• Case | HBS Case Collection | November 2017 (Revised June 2019)

  JOE & THE JUICE Crosses the Atlantic (with video link)

  Ethan Rouen and Suraj Srinivasan

  As JOE & THE JUICE began its rapid U.S. expansion in 2017, its founder and CEO, Kaspar Basse, fretted about how he could keep his employees feeling like they were doing meaningful work. Founded in 2001, JOE & THE JUICE had always focused on making healthy juices, banning prepackaged or processed foods, and providing meaningful work for front-line food services employees. To instill employees with a sense of ownership, JOE & THE JUICE had developed a transparent promotion and compensation scheme, a rigid training program, and an explicit promise to promote only from within (the CFO was 31-years-old and had spent a decade working at the company). On the other hand, employees were encouraged to make the juice bars their homes. There were no required uniforms or scripts on how to interact with customers. This strategy had led to great success in Europe. In a decade, JOE & THE JUICE had spread across the continent and was immensely profitable. But as it moved into the United States and prepared for a potential IPO, the company began struggling to retain talent and worried about how it could successfully import its internal culture while maintaining its rapid growth.

  Keywords: Organizational Culture; Employees; Retention; Expansion; Growth Management;

  Citation:

  Rouen, Ethan, and Suraj Srinivasan. "JOE & THE JUICE Crosses the Atlantic (with video link)." Harvard Business School Multimedia/Video Case 118-039, November 2017. (Revised June 2019.)  View Details

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• Case | HBS Case Collection | November 2017 (Revised June 2019)

  Measuring True Value at Ambuja Cement

  V. Kasturi Rangan, Suraj Srinivasan and Namrata Arora

  The case discusses the measurement of social and environmental impact at Ambuja Cements, one of India’s leading cement companies. Ambuja is a leader in CSR activities and is attempting to quantify its impact, both positive and negative, using the “True Value” framework developed by the global accounting firm KPMG. True Value is an innovation in this area and tries to measure the financial cost and benefits of social and environmental impact and provide a standardized comparison across different kinds of social and environmental activities and their impact. The case allows students to discuss the challenges in measuring social and environmental impact and the pros and cons of quantifying the same in financial terms. The case elicits discussion surrounding the following questions: How do we develop a framework to measure the financial cost and benefits of social and environmental externalities? What are the challenges of doing so? What do we need to do to improve our ability to measure social and environmental impact in financial terms? How will such measurement be useful? Who will it be useful to? The case concludes with the CEO of Ambuja deciding whether or not to publicly release the “True Value” of the company.

  Citation:

  Rangan, V. Kasturi, Suraj Srinivasan, and Namrata Arora. "Measuring True Value at Ambuja Cement." Harvard Business School Case 518-063, November 2017. (Revised June 2019.)  View Details

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• Article | Harvard Business Review (website) | June 18, 2019

  Research: Investors Reward Companies That Talk Up Their Digital Initiatives

  Suraj Srinivasan and Wilbur Chen

  Citation:

  Srinivasan, Suraj, and Wilbur Chen. "Research: Investors Reward Companies That Talk Up Their Digital Initiatives." Harvard Business Review (website) (June 18, 2019).  View Details

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