Abstract

This case tells the story of EcoMatcher – a green and socially responsible enterprise that has found a scalable and profitable business model planting trees. EcoMatcher is interesting partly as an excellent example of strategic corporate social responsibility (CSR); its core profit-making activity of planting trees is intrinsically good for the planet and its people. This differs from the triple bottom line approach employed by some other companies, which use green or prosocial activities to offset core profit-making activities that may harm society or the environment. Both strategic CSR and the triple bottom line approach can underlie improvements in environmental, social, and governance (ESG) reporting. This case focuses on EcoMatcher as an exemplar of strategic CSR while a companion case (EcoMatcher: Daring to Make a Difference, UST123) focuses on how EcoMatcher’s founder made the difficult leap from corporate executive to social entrepreneur, trading off power, status, and wealth for more meaning in his work.

Learning Objectives

This case teaches students about strategic CSR in both concept and practice and highlights and distinguishes it from an alternative, the triple bottom line approach. It also shows how strategic CSR feeds into the closely related ESG paradigm. This case also highlights key concepts relating to entrepreneurship, including how startups might find product-market fit through an iterative and often serendipitous process. Students may also learn about two business models that EcoMatcher uses: the two-sided market and the B2B2C model in which EcoMatcher partners with corporate entities to jointly offer something that consumers find valuable.