Going Beyond Corporate Purpose:  ERP for-profit & ERP not-for-profit

Learn how groupelephant.com, a group of companies that specializes in Enterprise Resource Planning (ERP) through its EPI-USE business, broke the traditional corporate social responsibility mold with its Elephants, Rhinos, and People (ERP) initiative.

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We invite you to indulge in these two fascinating case studies exploring the inception, benefits and challenges of groupelephant.com's hybrid business model, the global application thereof and the impact of 'purpose-driven leadership'.

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Case study (2022)
groupelephant.com 2021: Beyond Corporate Purpose

Six years after the 2015 launch of groupelephants.com's 'Beyond Corporate Purpose: Elephants, Rhinos & People (ERP) program, CEO Jonathan Tager reflects on the various ERP programs and their impact on the elephant and rhino welfare, through a strategy based on poverty alleviation. The case also describes the effects of the ERP initiative and corporate rebranding on the core for-profit business. More broadly, the case study explores:

• the benefits and challenges inherit in deploying the hybrid business model;

• potential strategies for scaling the ERP initiative globally;

• the importance of 'purpose-driven leadership';

• issues related to impact strategy and measurement; and

• whether corporate leaders should become advocates for social and environmental objectives.

Case study (2016)
groupelephant.com: Going 'Beyond Corporate Purpose'

Following a period of rapid growth but waning enthusiasm for purely financial objectives, CEO Jonathan Tager decided to rebrand the Group and use a hybrid (blended) business model to achieve business, environmental, and social goals. This case study explores the inception of groupelephant.com's 'Beyond Corporate Purpose: Elephants, Rhinos & People (ERP)' initiative and Tager's reflections on its early stage progress. The case covers:

• the difficulty of planning CSR programs;

• hybrid (blended) business models;

• the 'theory of change' underlying CSR strategy;

• challenges in defining and measuring impact;

• organizational challenges and tensions in a business model that is no longer solely for-profit; and

• corporate involvement in social and environmental non-profit work.