Eskom, a South African power company, spends about 30% of its annual profits to a national social initiative project, a nationwide program of infrastructure development stream to provide the citizens of South Africa who have been denied, often under the Access to basic services implement apartheid. In this way the company wants its goal, fulfill a “model corporate citizen.” The case examines the social, political and historical business information, along with consumer … Read more »

Eskom, a South African power company, spends about 30% of its annual profits to a national social initiative project, a nationwide program of infrastructure development stream to provide the citizens of South Africa who have been denied, often under the Access to basic services implement apartheid. In this way the company wants its goal, fulfill a “model corporate citizen.” The case examines the social, political and historical business information, along with consumer and marketing data, vis-a-vis a viable plan to fund the program and distribution of electricity for more than 9 million customers. But after four years, Eskom, the program costs more money to operate than it gets from an annual sales.
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from
Patricia H Werhane,
Michael E. Gorman,
Brian Cunningham
Source: Darden School of Business
13 pages.
Release date: 07 April, 1999. Prod #: UV1873-PDF-ENG
Eskom and the South African electrification program A case HBR solution

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