By Tiffany Smith
OrangePrint is a social venture focused on matching returning citizens (formerly incarcerated men and women) with skilled labor and construction jobs via a web-based platform. The inspiration behind the company came from our work during the Social Venture Hub and Hult Prize pitch competitions that took place in Fall 2015.
I co-founded Kheyti in May 2015 with the vision of helping smallholder farmers overcome poverty using the right combination of technology products and services. We designed a “Greenhouse-in-a-box”: an affordable, modular greenhouse bundled with services that can help farmers earn a steady weekly income.
By February 2016, the results of our fundraising efforts through competitions had been mixed. While we had some success with NU Pitch Night, Wharton India Startup Competition and Kellogg Business Plan Competition, we lost 20 other competitions in the previous six months. Kheyti straddled the fine line between social impact and business, making it too risky for pure business plan competitions and too for-profit for social impact competitions. Our team was seriously considering bootstrapping Khetyi until we gained enough traction to approach social impact investors. So when a classmate suggested that I apply for the CommonBond Social Impact Award, I added “apply to CommonBond” to my to-do list with mixed feelings.
However, when I started reading about the CommonBond Social Impact Award, I discovered that the competition was aligned to our team’s unique perspective. Like Khetyi, CommonBond believed for-profit businesses could be a positive force for change at the local and global levels. Upon learning this, I decided to apply for the competition.
To prepare for the Kellogg Real Estate Venture Competition (KRECVC), our team, Envoy Physicians, knew that we needed to fully understand the challenges faced by our target tenants: primary care providers. Based on interviews with physicians, we learned that today’s primary care providers are under an extraordinary amount of pressure to squeeze more patients into their daily schedules. Consequently, nearly 50 percent of primary care doctors suffer from burnout, according to research published in the Journal of General Internal Medicine. Several complications can result from physician burnout, including chronic exhaustion, depression and anxiety, and many primary care doctors have sought some form of treatment for these issues.
As we began our journey through the Executive Leadership Council Case Competition, our first step was to establish a strong, well-rounded team.
The competition centered on devising a talent management strategy for a F100 company, and as we discovered in our research, diversity of thought and cultural background correlates positively with a number of desirable business outcomes, including innovation. Although we didn’t realize it at the time, this would eventually become one of our greatest strengths. Across just four people, we represented the voices of several communities: African-American, Hispanic, White, Biracial, LGBT, Male and Female. Continue Reading
By Emily Pallotta
Imagine a Top 3 Global Food and Beverage company — Kraft Heinz — asking you about a 125-year-old, $1 billion-plus revenue coffee brand that you probably drank the last time you were in your grandmother’s kitchen. How would you position this brand to win with omnipresent ‘millennials’, the same demographic so many Fortune 500 companies are trying to resonate with?
How would you convince an entrepreneurial, free-spirited and tech savvy millennial who is commonly seen drinking a Pumpkin Spice Latte to give a heritage ‘at-home’ coffee brand a place in their daily routine?
These are the questions that our group of five One-Year MBA program students set out to answer during Marketing Strategy Challenge, a five-week class sponsored by Kraft Heinz, hosted by Kellogg and open to some of the country’s top MBA programs.
Left to right: Hameed Hirani, Melanie Chuen, Emily Todd, Ankita Baxi and Terri Petmezas
By Ankita Baxi
Our team captain excitedly included that message while forwarding us the case for Kellogg’s Annual Healthcare and Biotech Case Competition. As we all read the topic, we started to share a flurry of ideas, opinions and observations over email.
The topic of the case was whether direct-to-consumer (DTC) marketing is bad for society and whether it should be banned. DTC marketing has many shades of gray and impacts multiple stakeholders. It spurs a debate about the need for patients to be better informed, the position health care providers should play in prescribing decisions and how pharmaceutical marketing budgets impact drug prices.
This was a fairly complex problem to tackle. In the week we had to put together our point of view and presentation, many aspects of our team experience and approach became key drivers for success in the competition:
By Tim Calkins
This weekend, eleven teams of students from nine different business schools will gather at Northwestern to participate in the annual Kellogg Biotech and Healthcare Case Competition. Many of the teams will travel a great distance to attend: teams are flying in from cities ranging from San Francisco (from Haas-Berkeley) and Los Angeles (from Anderson-UCLA) to London (from Said-Oxford) and Washington, D.C. (from McDonough-Georgetown).
This event is one of the oldest and best known healthcare case competitions. For more than a decade, teams have been meeting in January to consider some complicated healthcare questions. This year more than thirty teams applied to participate. The 11 teams invited to attend are impressive.
So what is the appeal? Why do students devote time and energy to travel to Chicago in the middle of the winter to participate?