HomeResearch & Knowledgeback to HomeFinanceback to Research & KnowledgeWiphold (A): Beyond labor and consumptionback to Finance

Case Study

Wiphold (A): Beyond labor and consumption

By Benoit F. Leleux, Hischam El-Agamy and Mopesola Ogunsulire

19 pages

July 2005

Order this case study

Reference: IMD-1-0220

This four-part case series documents the incredible journey from 1994 to 2005 of one of the most original black economic empowerment (BEE) vehicles in post-apartheid South Africa, the Women Investment Portfolio Holding, or WIPHOLD. WIPHOLD raised its money from disenfranchised black women in the townships to invest in mainstream economic activities. From boutique investment fund, it quickly established itself as one of the key drivers of economic empowerment and one of the movers and shakers in the South African financial services community. The A-case relates how, between 1994 and 1997, the founders, four dynamic and successful black business women, took their bold vision of black economic empowerment to grassroots women in South Africa. The “WIP Four” raised money, struck their first deals, gained the women’s buy-in, chose an all-women (but mixed race) board and structured the women-only IPO. But the target was ambitious, to raise R40 million from numerous women who were just being introduced to the concept of investment, contributing as little as R600 each (for 200 shares) for their stake. Would they succeed?

Keywords

Private Equity, Economic Empowerment, Black Economic Empowerment, Post-apartheid, Social Entrepreneurship, Development Finance, Financial Services

Settings

Africa, South Africa
Women Investment Portfolio Holdings Limited, Finance and Insurance, Financial Services
1994-1997

Type

Field Research

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

2005 EFMD AWARD WINNER (Managerial Issues in Transitory Economies)

This case study is part of a series

Keep reading

Article

In the footsteps of Frida: women and diversity in the world of art

Equitable representation in the art world is opening new markets, driving economic growth, and showing the way for other industries.

Diversity And Equity And Inclusion

Article

Five steps to drive a DE&I movement in your company

Five steps to drive a DE&I movement in your company to build an authentic DE&I program that will help you attract and retain talent.

Diversity And Equity And Inclusion

By Luca Condosta

Article

Swiss banking: In search of a secure future

In light of the Swiss Federal government’s report following the Credit Suisse debacle, how can the Swiss banking sector regain its reputation for s...

Finance

By Peter Nathanial, Ludo Van der Heyden and Salvatore Cantale

Case Study

Should Unilever pivot from being purpose-led?

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of busi...

Strategy Marketing Purpose Sustainability Diversity and Equity and Inclusion

By Goutam Challagalla and Samaja Penumaka

Article

How the media should cast women in a positive light

Accurate female representation in the media will have a transformative impact on the next generation of female leaders.

Diversity And Equity And Inclusion Organizational Culture Social Innovation

By Shelley Zalis

Article

Why multinationals are betting on India - Richard Baldwin

As the world’s largest democracy prepares to overtake China in terms of economic growth, it offers a huge investment opportunity, explains IMD’s Ri...

Competitiveness Finance

How a haven for artists is uplifting a community - Jason Price

Finance professional Jason Price discusses the potential for art to transform underserved communities, with David Bach.

Innovation Diversity and Equity and Inclusion

Is it time to think differently about difference?

The murder of George Floyd in May 2020 sparked a global reckoning on racial injustice, leading corporations to pledge support for Black Lives Matte...

Diversity and Equity and Inclusion

By Alexander Fleischmann

in I by IMD

1 July 2024

Case Study

SIX Payment Services (A): Disruptive innovation in the European payments industry? (Spanish translation)

The payment processing industry in Europe had operated in largely the same way for decades. A standard system of financial processing and clearing ...

Disruption Finance

By Michael R. Wade and Christopher Zintel

Article

Sisters aren’t doing it for themselves - Sachini Imbuldeniya

For too long the creative industry has been full of Mad Men. And while that is changing, it’s still men taking home most of the pie. CEO and Co-fou...

Diversity and Equity and Inclusion

By Sachini Imbuldeniya

in I by IMD

24 June 2024

Should Unilever pivot from being purpose-led?

By Goutam Challagalla and Samaja Penumaka
Case reference: IMD-7-2578 ©2024

Summary

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.

Reference IMD-7-2578

Organization Unilever

Industry Consumer Goods

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications