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• Case | HBS Case Collection | November 2019 (Revised April 2020)

  Danone: Changing the Food System

  David E. Bell, Federica Gabrieli and Daniela Beyersdorfer

  Emmanuel Faber, Chairman and CEO of the food and beverage company Danone, believed that humankind had only ten years to bend the curve on climate change and restore the biodiversity that the global food and agricultural ecosystem was critically dependent on. Upon becoming CEO in 2014, he had built on Danone's long history of CSR-engagement to give a boost to the company's mission to bring health through food to as many people as possible. In September 2019, he reflected on the progress achieved thus far, including efforts to support regenerative agriculture through new contract types for famers in their milk division. Still, many questions remained in his journey to fix what he saw as the food industry’s broken system: How could they manage the desired long-term transition to a sustainable system while also meeting the company’s short-term financial targets? What was the role of the private sector? What economic model could support an inclusive transition? How to engage partners and consumers to embark on this journey?

  Keywords: Animal-Based Agribusiness; Plant-Based Agribusiness; Food; Nutrition; Quality; Business and Stakeholder Relations; Environmental Sustainability; Climate Change; Food and Beverage Industry; Agriculture and Agribusiness Industry; France;

  Citation:

  Bell, David E., Federica Gabrieli, and Daniela Beyersdorfer. "Danone: Changing the Food System." Harvard Business School Case 520-053, November 2019. (Revised April 2020.)  View Details

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• Teaching Note | HBS Case Collection | February 2003 (Revised March 2020)

  Millennium Pharmaceuticals, Inc. (A) & (B)

  Stefan H. Thomke

  Teaching Note for (9-600-038) and (602-063).

  Keywords: Pharmaceutical Industry;

  Citation:

  Thomke, Stefan H. "Millennium Pharmaceuticals, Inc. (A) & (B)." Harvard Business School Teaching Note 603-106, February 2003. (Revised March 2020.)  View Details

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• Case | HBS Case Collection | September 2014 (Revised March 2020)

  La Ribera Health Department (A)

  Regina E. Herzlinger, Emer Moloney and Daniela Beyersdorfer

  La Ribera was a privately managed, publicly funded health department in the Valencia region of Spain. The model began in 1999, when a new hospital was opened to cover the secondary health-care needs of the health department's inhabitants. In 2003, the model was extended to also cover primary care. The health department received a capitation fee for each registered inhabitant of the health department and provided health services at a 25% lower cost than public hospitals in the region. However, profits for the private operators remained low, in the region of 1%. In order for La Ribera to remain a viable option the hospital began working with a consulting firm to look into future options for growth and potentially higher returns. A key factor for any of the options considered was the public perception that tax-financed access to care was a longstanding public good in Spain, and allowing private operators to profit from health-care delivery was a thorny issue.

  Keywords: Health Care and Treatment; Government Administration; Innovation Strategy; Vertical Integration; Business Model; Health Industry; Europe; Spain;

  Citation:

  Herzlinger, Regina E., Emer Moloney, and Daniela Beyersdorfer. "La Ribera Health Department (A)." Harvard Business School Case 315-006, September 2014. (Revised March 2020.)  View Details

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