Abstract
This case deals with the social start up Thriving Green and its strategic orientation following the successful establishment of a spirulina farm in Nariokotome, Kenya. The young company founded the business to reduce malnutrition in the Lake Turkana area. The local climate of high temperatures, salty water, and dry soil barely allows common crops to grow. Yet, the conditions are suitable for ...
Abstract
This case deals with the social start up Thriving Green and its strategic orientation following the successful establishment of a spirulina farm in Nariokotome, Kenya. The young company founded the business to reduce malnutrition in the Lake Turkana area. The local climate of high temperatures, salty water, and dry soil barely allows common crops to grow. Yet, the conditions are suitable for growing the micro-algae spirulina. It contains above-average amounts of vitamins and proteins, can be grown easily in basins with lake water, and thus seems to be the perfect solution for reducing malnutrition, poverty, and unemployment. However, during the early implementation steps, Thriving Green is facing several challenges: The lack of infrastructure leads to difficulties in logistics and sales. The extreme poverty barely allows the locals to buy the harvested spirulina. The Kenyan regulations pose bureaucratic barriers for foreign companies and food producers. Due to the global interest in the 'superfood' spirulina, Thriving Green have been offered several opportunities to push the business. Among them are organic growth in Kenya or exporting the produce to industrial nations. The decisions Thriving Green needs to make will have a huge impact on the long-term strategic orientation of the company.
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