Journal of Applied Case Research (JACR)

Page 18

• Denise T. Ogden, Penn State University - Lehigh Valley
• Shruti Gupta, Penn State University - Abington

Synopsis

The advertising appeared everywhere along the streets of San Francisco. The bright

lime-green posters were designed to spread the benefits of “going green”. Messages like

Green is 4 wheels on the road versus 400, Green is a city with country air, Green is so

crazy it just might work, Green is yellow (copy touts benefits of solar energy), Green is

brown (copy supports biomass recycling), Green is blue (copy explains water power

benefits). Initially the ads were eye-catching to Aliza Wasserman, an environmental

activist and concerned citizen. Then she discovered that the sponsor of the public

relations campaign was Pacific Gas and Electric (PG&E) Company. She believed the

electric company was investing money in the campaign to cover up their past

environmental offenses and stop acceptance of a controversial decision to allow San

Francisco to buy energy from other companies. According to Wasserman, “Energy

companies invested in old, dirty technology should not be advertising that they are

green…it’s inherently greenwashing.” She did something about her concerns and

founded Green Guerillas against Greenwash (GGAG), an organization that exposed

PG&E’s poor environmental record.

Contrary to the opinions of GGAG, PG&E believes they have a strong environmental

record and have dismissed the charges of greenwashing. Darlene Chiu, Manager of

Corporate Communications at PG&E, stated that the letsgreenwashthiscity.org site

contains incorrect information and other misinterpreted information about the company.

She believes the company is trying to do what’s good for the environment and the “Let’s

Green This City” campaign illustrated those efforts. It is difficult to decide which side is right when there are many issues to consider.

Citation:

Ogden, D. T., Gupta, S. (2008). Charges of Greenwashing at Pacific Gas and Electric. Journal of Applied Case Research, V7 (2), 18-30. http://swcra.net/Cases/V7_N2.pdf

Page 53

• Carol Cumber, South Dakota State University
• Tim Nichols, South Dakota State University
• Diane Rickerl, South Dakota State University
• Dwaine Chapel, Lake Area Improvement Corp.

Synopsis

The American Indian Higher Education Council annual meeting in Fargo, North Dakota

was coming to an end. The hand games competition winners proudly wore their ribbons,

and the artists from the traditional and modern arts student show were packing up. A

participant openly admired a painting of a young woman fancy dancer she had just

purchased. The lobby of the conference hotel was crowded with Native Americans,

chatting about the conference and catching up on the news from old friends.

A group collaborating on a multi-reservation bison research project sat on circular sofas

in the lobby, discussing the work and how it might restore the ‘life’ of the Plains Indians.

The re-introduction of bison on the reservations had provided a unique opportunity to

study prairie ecosystems and their relevance to Native Americans. Unfortunately, the

price of bison meat had plummeted and bulls that once sold for $2100 were going for

$500. Many managers were forced to reduce their herd size. The group was diverse-- in

age, background, ethnicity, experience, and perspective. There were traditional Native

Americans, a young tribal member struggling to establish a buffalo ranch for his family,

tribal college (colleges established on Reservations whose mission was to explore tribal

cultures and reinforce them using curricula and institutional settings conducive to the

success of American Indians) staff members working on curriculum development,

university faculty interested in bison research, non-native buffalo producers, and an

indigenous spiritual leader grounded in the prayers, ceremonies, songs and stories of the

‘buffalo nation’.

The pivotal question of “What can we do?” emerged. There was research money

available to study ruminants, and buffalo qualified. The “round sofa” conversation

evolved into an idea about niche marketing buffalo raised by Native Americans.

Immediately ‘values’ and not just ‘value’ became part of the discussion. The group

parted with an idea of developing into a team that would work on a project regarding a

‘values added’ brand for buffalo raised by Native Americans. The idea offered

something for everyone: a potential market for bison producers; a unique case to be developed by educators; an opportunity for scientists interested in either ecological or

marketing research; and an opportunity for cultural leaders to share knowledge with

interested audiences.

The idea grew and various possibilities were imagined. Several months later, the first

meeting of the ‘Really Good Buffalo Project’ was convened. As the topic of developing a

niche market for premium, native raised bison was broached, the team was passionate

and optimistic. One participant stressed that, “The buffalo can play a key role in rebuilding our reservation economy.” Others were quick to agree, sharing facts and

experiences with other programs. The momentum for moving ahead built quickly.

As the conversation died down, a quiet Lakota man took the floor and said, “We must

never exploit the buffalo nation to make money…for our own selfish interests. Tatanka

is our sacred relative…he is our brother.” Tatanka (pronounced Ta-TONK-a) was the

Lakota word for buffalo.

These comments amplified the magnitude and importance of the work to everyone

present. This endeavor would not be just another strategic marketing session or business

planning process. The team committed themselves to making sure that whatever approach

was taken, the indigenous values represented in tribal peoples’ relationship with bison

would be honored and integrated as the project moved forward. Work, research and

conversation over the ensuing months would be devoted to identifying and articulating

these values and the essence of this special relationship. But the tension between

economic exploitation and spiritual reverence for the buffalo would remain a critical

project dynamic. The importance of the diversity of the team, and the respect for

multiple, sometimes conflicting viewpoints was paramount.

Team members left the meeting with different perspectives…somewhat confused and

conflicted, and not sure which way to proceed. The upcoming months would be busy

ones as they studied whether they should pursue Really Good Buffalo.

Citation:

Cumber, C., Nichols, T., Rickerl, D., Chapel, D. (2008). The Really Good Buffalo Project: A "Values Added" Product. Journal of Applied Case Research, V7 (2), 53-71. http://swcra.net/Cases/V7_N2.pdf