Freshbox is an e-grocery platform founded in 2018 by Matthew James. He envisioned bringing fresh produce from farmers to consumers’ tables directly, thus the concept ‘farm to table’ was introduced. Certainly, when the COVID-19 pandemic hit in late 2019, the e-grocery industry soared and Freshbox was able to grow significantly. They began to open offline stores starting with the first one in Mall of Indonesia. Despite the promising industry trend, the fact that the pandemic was coming to an end and customers started going back offline posed a threat to Freshbox. Other e-grocery platforms began to falter one by one, including the big players as well. The shifts in consumer behavior have forced Freshbox to go to survival mode. What strategies should Freshbox implement to survive in the constantly changing market?

The case study discusses Anteraja, a courier company which operates throughout Indonesia. The case highlights the strategies that Anteraja has implemented so far and how they have performed in the Indonesian market. These teaching notes aim to provide a guideline for a lecturer or facilitator to deliver the Anteraja case study. The first part of the case delivery will enable the students to familiarize themselves with the case and the company as described in the case study. The second part of the teaching note will provide options that a facilitator can take to conduct different class activities, such as a question-and-answer session, debate, gamification, or simulation.

Dreamdelion was founded in 2012 as a non-profit organization. Initially, their concentration was solely on community development initiatives engaging underprivileged people. Dreamdelion has expanded to five Indonesian cities: Jakarta, Jogjakarta, Cianjur, Surabaya, and Ngawi. The projects were mostly based on assessment; once they believed that the project was complete, they would leave it. In terms of volunteers, Dreamdelion employs three distinct strategies. There are event volunteers, project volunteers, and long-term volunteers. Dreamdelion welcomed volunteers to be a part of its entrepreneurial and open organizational culture.   Dreamdelions had worked with government agencies, commercial corporations, and other organizations. Among its collaborators were the Ministries of Manpower and Transmigration, Communication, and Informatics, CIMB Niaga, Indonesia Power, and Bank Danamon. Eva, Dreamdalion's creator, understood that to thrive as a non-profit organization, Dreamdelion needed to do a lot of things. First, she had considered enlisting new collaborators so that they might continue to work on collaborative projects. She also intended to recruit additional volunteers, particularly those who could assist on a long-term basis. Eva also considered creating more particular programs geared to solving difficulties that may occur in civilizations because of the pandemic. However, there are several difficulties that she has been considering. How can we ensure that Dreamdelion receives enough volunteers and support from diverse stakeholders?

Corporate social responsibility (CSR) departments are often involved with civil society organizations (CSOs) through partnerships in order to develop projects in the format of CSR partnership establishment. Regardless of the type of projects, contemporary CSR paradigm labels the activity as creating ‘shared value’. TAUZIA Equal Chance is a program established by TAUZIA group that is conducted through collaboration with Indonesian Street Children Organization (ISCO). This program was first aimed at provision of education for street children. The partnership has been running since 2013 and was based on a five-year contract. Under this partnership, TAUZIA Management has committed to do fundraising for a certain number of children under the ISCO foundation each year. Over the years, the number of students that they support keeps on increasing. To raise funds for this purpose, TAUZIA Management has employed several methods, including conducting a variety of fundraising events, involving and engaging its own employees as well as other stakeholders, etc. On the other hand, Marc Steinmeyer realized that it is important to ensure that the program was successful and sustainable; knowing that a 5-year program requires a significant commitment on both parties and they may lose perspective along the way. This leads to the next question: how is TAUZIA’s ‘Equal Chance’ program developed in collaboration with Indonesian Street Children Organization (ISCO) to create and sustain the kind of values for both organizations? How can both organizations leverage their partnership? What will be the next move that TAUZIA can take to expand its CSR activities?

The owner of Artotel group comes from the family who own the Marriott Surabaya. Wishing to expand to another market, Artotel was established with the idea of making art available to everyone. The hotel was aimed at marrying the concept of a boutique hotel decorated with art works produced by local artists, resulting in a comfortable and memorable place to stay. Artotel has undergone several changes in its strategic direction. Being an entrepreneurial company, it sees expansion to other businesses and types of accommodation as a way to survive in the turbulent environment. Artotel realizes that its main strength is its ability to have a ‘breathing brand DNA’, i. e. a brand that keeps on evolving depending on its market environment. This case will discuss the different methods that Arotel has employed to gain more market share and maintain its brand DNA.