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Competition for a share of sustainability expenditure in the defense industry 2010–12 green marketing strategies and drivers, defense supplier expenditure activity, and impact on profitability
 

Competition for a share of sustainability expenditure in the defense industry 2010–12 green marketing strategies and drivers, defense supplier expenditure activity, and impact on profitability

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Competing for Share of Sustainability Spend in the Defense Industry 2010-2012: Green Marketing Strategies and Drivers, Defense Manufacturing Supplier Spend Activity, Preferred Media Channels and ...

Competing for Share of Sustainability Spend in the Defense Industry 2010-2012: Green Marketing Strategies and Drivers, Defense Manufacturing Supplier Spend Activity, Preferred Media Channels and Impact on Profitability ” is a new report by ICD research that analyzes how defense industry supplier companies perceive sustainability

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    Competition for a share of sustainability expenditure in the defense industry 2010–12 green marketing strategies and drivers, defense supplier expenditure activity, and impact on profitability Competition for a share of sustainability expenditure in the defense industry 2010–12 green marketing strategies and drivers, defense supplier expenditure activity, and impact on profitability Document Transcript

    • Competition for a Share of Sustainability Expenditure in the Defense Industry 2010–12: Green Marketing Strategies and Drivers, Defense Supplier Expenditure Activity, and Impact on ProfitabilitySummary“Competing for Share of Sustainability Spend in the Defense Industry 2010-2012: GreenMarketing Strategies and Drivers, Defense Manufacturing Supplier Spend Activity, PreferredMedia Channels and Impact on Profitability ” is a new report by ICD research that analyzes howdefense industry supplier companies perceive sustainability; the specific marketing strategies andpractices being undertaken; how sustainability initiatives have been affected by the economicdownturn; and what actions are being taken to minimize its negative effects. This report alsoexamines category-level spending outlooks; green marketing budgets; supplier selection criteria;competitive structure developments; the principal challenges associated with the implementationof sustainability practices; market-specific growth opportunities; and the investmentopportunities available for leading marketing decision makers.Scope• The report is based on primary survey research conducted by ICD Research accessing its B2Bpanels comprised of senior purchase decision makers and leading supplier organizations• Opinions and forward looking statements on sustainability management of over 529 industryexecutives are captured in our in-depth survey, of which 56% represent Directors, C-levels &Departmental Heads• Analysis on effective promotional channels and major drivers of green marketing, along withkey steps of marketing green credentials• Key topics include suppliers’ annual and green marketing budgets, post recession spendingtrends and modifications, customer acceptance of green initiatives marketing, and howsustainability might influence future business and profitability• In the report suppliers identify whether green marketing is more effective than traditionalmarketing while industry players predict customer spending patterns on sustainability for thenext 12-24 months• The geographical scope of the research is global – drawing on the activity and expectations ofleading industry players across the Americas, Europe, Asia-Pacific and Africa & Middle East• The report examines current practices and provides future expectations over the next 12-24months• The report provides qualitative analysis of key industry opportunities and threats and containsfull survey resultsReasons To Buy• Benchmark your sales and marketing plans with industry competitors to effectively determinesustainability strategy and drivers• Identify the specific green marketing channels your competitors are using to win business• Better promote your business by aligning your capabilities and business practices with your
    • customers’ changing sustainability needs• Predict customer spend on sustainability, and acceptance of green initiatives to help forecastrevenues• Understand post recession modifications to sustainability initiatives to formulate companypolicies• Uncover the business outlook, key challenges and opportunities identified by suppliers andbuyers in the industryKey Highlights• Cost savings, attracting new customers and managing corporate reputation are major driversinfluencing sustainability efforts in the defense industry.• Post recession some 62% of industry players are looking to increase their sustainability budgetover the next 12 months, with only 10% looking to decrease it.• Some 27% of companies in defense industry consider green marketing to be more effectivethan traditional marketing, whereas only 18% consider it to be less effective.KeywordsSupplier Marketing & Sales Strategies & Industry Outlook, Aerospace and Defense, ArmyTable of Contents :Chapter 1: Executive SummaryChapter 2: IntroductionHeading: Profile Of Survey RespondentsChapter 3: Sustainability In The Defense IndustryHeading: What sustainability means to the defense industryHeading: Leaders of sustainability in the defense industryHeading: Implementation of sustainability practices in the defense industryHeading: The drivers of sustainability in the defense industryChapter 4: How The Economic Downturn Has Affected Sustainability Initiatives In The DefenseIndustryHeading: The importance of sustainability after the recessionHeading: Post recession spending trendsHeading: Post recession modifications to sustainability initiativesHeading: Leading concerns in the effective implementation of sustainable practicesChapter 5: Demand For Sustainability In 2010-2012Heading: How sustainability initiatives will impact future profitabilityHeading: Customer demand for sustainable products and services: regional growth forecastsHeading: Predictions of customer spend on sustainabilityHeading: Customer acceptance of green initiatives
    • Heading: Important attributes of sustainable development in the value chainChapter 6: Defense industry marketing spend activityHeading: Annual marketing budgets: 2010-2011Heading: Green marketing budgets in the defense industryHeading: Key promotional channelsChapter 7: Defense industry green marketing dynamicsHeading: Is green marketing more effective than traditional marketing?Heading: Major drivers of green marketingHeading: Key steps of marketing green credentialsChapter 8: Measures For Reduction Of Carbon EmissionHeading: Carbon emissions as criteria for supplier selectionHeading: Steps to reduce carbon emissionChapter 9: AppendixList of TablesTable 1: Count of global defense industry survey respondents by company type (Number ofrespondents), 2010 industry surveyTable 2: Buyer respondents by job role (% of buyer respondents), global defense industry, 2010Table 3: Buyer respondents by region (% of buyer respondents), global defense industry, 2010Table 4: Supplier respondents by organization’s global company turnover (% of supplierrespondents), global defense industry, 2010Table 5: Supplier respondents by job role (% of supplier respondents), global defense industry,2010Table 6: Supplier respondents by organizations total employee size (% of supplier respondents),global defense industry, 2010Table 7: Supplier respondents by region (% of supplier respondents), global defense industry,2010Table 8: Defense organization / ministry: perceptions of sustainability in the global defenseindustry (% of defense organization / ministry respondents), 2010-2011Table 9: Military / civil defense contractor: perceptions of sustainability in the global defenseindustry (% of military / civil defense contractor respondents), 2010-2011Table 10: Consultancy / IT / other service provider: perceptions of sustainability in the globaldefense industry (% of consultancy / IT / other service provider), 2010-2011Table 11: Perceptions of sustainability in the global defense industry by company turnover: (%of all supplier respondents), 2010-2011Table 12: Perceptions of sustainability in the global defense industry by company turnover: (%of all respondents), 2010-2011Table 13: Champions of sustainability in the global defense industry (% of all buyerrespondents), 2010-2011Table 14: Champions of sustainability in the global defense industry: military / civil defensecontractor vs. consultancy / IT / other service provider (% of all supplier respondents), 2010-2011Table 15: Champions of sustainability in the global defense industry by region: North America,Europe, Asia Pacific, Rest of the World (% of all supplier respondents), 2010-2011
    • Table 16: Champions of sustainability in the global defense industry by company turnover (% ofall supplier respondents), 2010-2011Table 17: Defense organization / ministry: level of implementation of sustainability practices inthe global defense industry (% of defense organization / ministry respondents), 2010-2011Table 18: Level of implementation of sustainability practices in the global defense industry: (%of military / civil defense contractor respondents), 2010-2011Table 19: Level of implementation of sustainability practices in the global defense industry: (%of military / civil defense contractor respondents), 2010-2011Table 20: Drivers of sustainability practices in the global defense industry: military / civildefense contractor vs. consultancy / IT / other service provider (all supplier respondents), 2010-2011Table 21: Global defense industry: the importance of sustainability after recession (% of defenseorganization / ministry respondents), 2010-2011Table 22: Military / civil defense contractor: the importance of sustainability in the globaldefense industry after recession (% of military / civil defense contractor respondents), 2010-2011Table 23: Consultancy / IT / other service provider: the importance of sustainability in the globaldefense industry after recession (% of consultancy / IT / other service provider respondents),2010-2011Table 24: Regional variations: global defense industry: the importance of sustainability afterrecession (% of all respondents), 2010-2011Table 25: Variations by company turnover: global defense industry: the importance ofsustainability after recession (% of all supplier respondents), 2010-2011Table 26: Global defense industry: post recession spending trends in sustainability: all increase /all decrease / all no change responses (% of all buyer respondents), 2010-2011Table 27: Global defense industry: post recession spending trends in sustainability (% of allbuyer respondents), 2010-2011Table 28: Global defense industry: post recession spending trends in sustainability: buyer vs.supplier comparison (% of all respondents), 2010-2011Table 29: Regional variations in the global defense industry: post recession spending trends insustainability (% of all respondents), 2010-2011Table 30: Variations by company turnover in the global defense industry: post recessionspending trends in sustainability (% of all supplier respondents), 2010-2011Table 31: Variations by employee size in the global defense industry: post recession spendingtrends in sustainability (% of all supplier respondents), 2010-2011Table 32: Post recession spending trends of companies who assign importance to sustainabilityafter recession, global defense industry (% all respondents expecting increase in budget), 2010-2011Table 33: Regional variations in the global defense industry: post recession spending trends ofcompanies who assign importance to sustainability after recession (% all respondents expectingincrease in budget), 2010-2011Table 34: How sustainability initiatives have changed in the global defense industry (% ofdefense organization / ministry respondents), 2010-2011Table 35: Military / civil defense contractor: how sustainability initiatives have changed in theglobal defense industry (% of military / civil defense contractor respondents), 2010-2011Table 36: Consultancy / IT / other service provider: how sustainability initiatives have changedin the global defense industry (% of consultancy / IT / other service provider respondents), 2010-
    • 2011Table 37: How sustainability initiatives have changed in the global defense industry withcompanies assigning higher importance to sustainability after recession: (in the process ofimplementing and implemented responses), 2010-2011Table 38: Global defense industry: leading concerns in the effective implementation ofsustainable practices: military / civil defense contractor vs. consultancy / IT / other serviceprovider (% of all supplier respondents), 2010-2011Table 39: Global defense industry: leading concerns in the effective implementation ofsustainable practices: regional variations (% of all supplier respondents), 2010-2011Table 40: Global defense industry: leading concerns in the effective implementation ofsustainable practices: variations by company turnover(% of all supplier respondents), 2010-2011Table 41: How sustainability initiatives will impact future profitability in the global defenseindustry: military / civil defense contractor vs. consultancy / IT / other service provider (% of allsupplier respondents), 2010- 2012Table 42: How sustainability initiatives will impact future profitability in the global defenseindustry: military / civil defense contractor vs. consultancy / IT / other service provider (% of allsupplier respondents), 2010- 2012Table 43: Regional variations of how sustainability initiatives will impact future profitability inthe global defense industry (% of all supplier respondents), 2010-2012Table 44: How sustainability initiatives will impact future profitability in the global defenseindustry by company turnover (% of all supplier respondents), 2010-2012Table 45: How sustainability initiatives will impact future profitability in the global defenseindustry by employee size (% of all supplier respondents), 2010-2012Table 46: Forecast growth in customer demand for sustainability by country (% of military / civildefense contractor respondents), 2010-2012Table 47: Forecast growth in customer demand for sustainability by country (% of consultancy /IT / other service provider respondents), 2010-2012Table 48: Predictions of customer spend on sustainability in the global defense industry (% ofmilitary / civil defense contractor respondents), 2010-2011Table 49: Predictions of customer spend on sustainability in the global defense industry (% ofconsultancy / IT / other service provider respondents), 2010-2011Table 50: Anticipated level of customer acceptance of green initiatives in the global defenseindustry: (% of all supplier respondents), 2010-2011Table 51: Senior level respondents: anticipated level of customer acceptance of green initiativesamong suppliers in the global defense industry (% of CEO/MD/VP/SVP/HOD/Director levelrespondents), 2010-2012Table 52: Military / civil defense contractor: important attributes of sustainable development inthe value chain, global defense industry (% of military / civil defense contractor respondents),2010-2011Table 53: Consultancy / IT / other service provider: important attributes of sustainabledevelopment in the value chain, global defense industry (% of consultancy / IT / other serviceprovider respondents), 2010-2011Table 54: Annual marketing budgets in US$ in the global defense industry (% of all supplierrespondents), 2010-2011Table 55: Annual marketing budgets in US$ in the global defense industry: military / civildefense contractor vs. consultancy / IT / other service provider (% of all supplier respondents),
    • 2010-2011Table 56: Annual marketing budgets in US$ in the global defense industry by region (% of allsupplier respondents), 2010-2011Table 57: Annual marketing budgets in US$ in the global defense industry by company turnover(% of all supplier respondents), 2010-2011Table 58: Earmarked budget for green marketing (% of all supplier respondents), global defenseindustry, 2010-2011Table 59: Earmarked budget for green marketing: military / civil defense contractor vs.consultancy / IT / other service provider (% of supplier respondents), global defense industry,2010-2011Table 60: Variations by company turnover in green marketing budgets (% of all supplierrespondents), global defense industry, 2010-2011Table 61: Green marketing budget: variations by marketing budget (% of all supplierrespondents), global defense industry, 2010-2011Table 62: Variations by decision making authority in green marketing budgets (% of all supplierrespondents), global defense industry, 2010-2011Table 63: Variations by size of annual marketing budget in green marketing budgets (% of allsupplier respondents), global defense industry, 2010-2011Table 64: Variations by companies which expect an increase in profitability by sustainabilityinitiatives in green marketing budgets (% of all supplier respondents), global defense industry,2010-2011Table 65: Military / civil defense contractor vs. consultancy / IT / other service provider: globaldefense industry: key promotional channels (% of all supplier respondents), 2010-2011Table 66: Green marketing vs. traditional marketing: global defense industry: military / civildefense contractor vs. consultancy / IT / other service provider (% of all supplier respondents),2010-2011Table 67: Regional variations: green marketing vs. traditional marketing, global defense industry(% of all supplier respondents), 2010-2011Table 68: Company turnover variations: green marketing vs. traditional marketing, globaldefense industry (% of all supplier respondents), 2010-2011Table 69: Senior level respondents: green marketing vs. traditional marketing, global defenseindustry (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011Table 70: Variations by green marketing budgets : green marketing vs. traditional marketing,global defense industry (% of all supplier respondents), 2010-2011Table 71: Green marketing drivers: military / civil defense contractor vs. consultancy / IT / otherservice provider (% of all supplier respondents), global defense industry, 2010-2011Table 72: Regional variations: green marketing drivers (% of all supplier respondents), globaldefense industry, 2010-2011Table 73: Company turnover variations: green marketing drivers (% of all supplier respondents),global defense industry, 2010-2011Table 74: Employee size variations: green marketing drivers (% of all supplier respondents),global defense industry, 2010-2011Table 75: Variations by decision making authority: green marketing drivers (% of all supplierrespondents), global defense industry, 2010-2011Table 76: Military / civil defense contractor vs. consultancy / IT / other service provider:marketing green credentials (% of all supplier respondents), global defense industry, 2010-2011
    • Table 77: Regional variations: marketing green credentials (% of all supplier respondents),global defense industry, 2010-2011Table 78: Company turnover variations: marketing green credentials (% of all supplierrespondents), global defense industry, 2010-2011Table 79: Senior level respondents: marketing green credentials, global defense industry (% ofCEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011Table 80: Regional variations: carbon emissions as selection criteria (% of all supplierrespondents), global defense industry, 2010-2011Table 81: Measures for reduction of carbon emissions in the global defense industry (% ofmilitary / civil defense contractor respondents), 2010-2011Table 82: Measures for reduction of carbon emissions in the global defense industry (% ofconsultancy / IT / other service providers respondents), 2010-2011Table 83: Full survey results – closed questionsList of FiguresFigure 1: Defense organization / ministry: perceptions of sustainability in the global defenseindustry (% of defense organization / ministry respondents), 2010-2011Figure 2: Military / civil defense contractor: perceptions of sustainability in the global defenseindustry (% of military / civil defense contractor respondents), 2010-2011Figure 3: Consultancy / IT / other service provider: perceptions of sustainability in the globaldefense industry (% of consultancy / IT / other service provider), 2010-2011Figure 4: Perceptions of sustainability in the global defense industry: military / civil defensecontractor vs. consultancy / IT / other service provider (% of all supplier respondents), 2010-2011Figure 5: Perceptions of sustainability in the global defense industry by company turnover: (% ofall supplier respondents), 2010-2011Figure 6: Regional variations: perceptions of sustainability in the global defense industry (% ofall respondents), 2010-2011Figure 7: Champions of sustainability in the global defense industry (% of all buyerrespondents), 2010-2011Figure 8: Champions of sustainability in the global defense industry: military / civil defensecontractor vs. consultancy / IT / other service provider (% of all supplier respondents), 2010-2011Figure 9: Champions of sustainability in the global defense industry by region: North America,Europe, Asia Pacific, Rest of the World (% of all supplier respondents), 2010-2011Figure 10: Champions of sustainability in the global defense industry by company turnover (% ofall supplier respondents), 2010-2011Figure 11: Defense organization / ministry: level of implementation of sustainability practices inthe global defense industry (% of defense organization / ministry respondents), 2010-2011Figure 12: Regional variations: level of implementation of sustainability practices among buyersin the global defense industry (% of in the process of implementing and implemented combinedrespondents), 2010-2011Figure 13: Level of implementation of sustainability practices in the global defense industry: (%
    • of military / civil defense contractor respondents), 2010-2011Figure 14: Level of implementation of sustainability practices in the global defense industry: (%of consultancy / IT / other service provider respondents), 2010-2011Figure 15: Regional variations: level of implementation of sustainability practices amongsuppliers in the global defense industry (% of in the process of implementing and implementedcombined respondents), 2010-2011Figure 16: Variations by company turnover: level of implementation of sustainability practicesamong suppliers in the global defense industry (% of in the process of implementing andimplemented respondents), 2010-2011Figure 17: Drivers of sustainability practices in the global defense industry: military / civildefense contractor vs. consultancy / IT / other service provider (all supplier respondents), 2010-2011Figure 18: Regional variations: high influence drivers of sustainability practices among suppliersin the global defense industry (% of all high influence respondents), 2010-2011Figure 19: Variations by company turnover: high influence drivers of sustainability practicesamong suppliers in the global defense industry (% of all high influence respondents), 2010-2011Figure 20: Global defense industry: the importance of sustainability after recession (% of defenseorganization / ministry respondents), 2010-2011Figure 21: Military / civil defense contractor: the importance of sustainability in the globaldefense industry after recession (% of military / civil defense contractor respondents), 2010-2011Figure 22: Consultancy / IT / other service provider: the importance of sustainability in theglobal defense industry after recession (% of consultancy / IT / other service providerrespondents), 2010-2011Figure 23: Regional variations: global defense industry: the importance of sustainability afterrecession (% of all respondents), 2010-2011Figure 24: Variations by company turnover: global defense industry: the importance ofsustainability after recession (% of all supplier respondents), 2010-2011Figure 25: Global defense industry: post recession spending trends in sustainability (% of allbuyer respondents), 2010-2011Figure 26: Global defense industry: post recession spending trends in sustainability: buyer vs.supplier comparison (% of all respondents), 2010-2011Figure 27: Regional variations in the global defense industry: post recession spending trends insustainability (% of all respondents), 2010-2011Figure 28: Variations by company turnover in the global defense industry: post recessionspending trends in sustainability (% of all supplier respondents), 2010-2011Figure 29: Variations by employee size in the global defense industry: post recession spendingtrends in sustainability (% of all supplier respondents), 2010-2011Figure 30: How sustainability initiatives have changed in the global defense industry (% ofdefense organization / ministry respondents), 2010-2011Figure 31: Military / civil defense contractor: how sustainability initiatives have changed in theglobal defense industry (% of military / civil defense contractor respondents), 2010-2011Figure 32: Consultancy / IT / other service provider: how sustainability initiatives have changedin the global defense industry (% of consultancy / IT / other service provider respondents), 2010-2011Figure 33: How sustainability initiatives have changed in the global defense industry by region:North America, Europe, Asia Pacific, Rest of the World (in the process of implementing and
    • implemented responses combined), 2010-2011Figure 34: How sustainability initiatives have changed in the global defense industry bycompany turnover: (in the process of implementing and implemented responses combined),2010-2011Figure 35: Global defense industry: leading concerns in the effective implementation ofsustainable practices: military / civil defense contractor vs. consultancy / IT / other serviceprovider (% of all supplier respondents), 2010-2011Figure 36: Global defense industry: leading concerns in the effective implementation ofsustainable practices: regional variations (% of all supplier respondents), 2010-2011Figure 37: Global defense industry: leading concerns in the effective implementation ofsustainable practices: variations by company turnover(% of all supplier respondents), 2010-2011Figure 38: How sustainability initiatives will impact future profitability in the global defenseindustry: military / civil defense contractor vs. consultancy / IT / other service provider (% of allsupplier respondents), 2010- 2012Figure 39: Forecast growth in customer demand for sustainability by country (% of military /civil defense contractor respondents), 2010-2012Figure 40: Forecast growth in customer demand for sustainability by country (% of consultancy /IT / other service provider respondents), 2010-2012Figure 41: Predictions of customer spend on sustainability in the global defense industry (% ofmilitary / civil defense contractor respondents), 2010-2011Figure 42: Predictions of customer spend on sustainability in the global defense industry (% ofconsultancy / IT / other service provider respondents), 2010-2011Figure 43: Predictions of customer spend on sustainability among suppliers in the global defenseindustry by region (% of sum of a majority would be willing to pay more and a majority wouldbe willing to switch products and pay more respondents), 2010-2011Figure 44: Predictions of customer spend on sustainability among suppliers in the global defenseindustry by company turnover (% of sum of a majority would be willing to pay more and amajority would be willing to switch products and pay more respondents), 2010-2011Figure 45: Military / civil defense contractor: important attributes of sustainable development inthe value chain, global defense industry (% of military / civil defense contractor respondents),2010-2011Figure 46: Consultancy / IT / other service provider: important attributes of sustainabledevelopment in the value chain, global defense industry (% of consultancy / IT / other serviceprovider respondents), 2010-2011Figure 47: Regional variations: important attributes of sustainable development in the valuechain, global defense industry: sum of very important and important combined (% of all supplierrespondents), 2010-2011Figure 48: Variations by company turnover: important attributes of sustainable development inthe value chain, global defense industry: sum of very important and important combined (% ofall supplier respondents), 2010-2011Figure 49: Annual marketing budgets in US$ in the global defense industry (% of all supplierrespondents), 2010-2011Figure 50: Annual marketing budgets in US$ in the global defense industry (% of all supplierrespondents), 2010-2011Figure 51: Annual marketing budgets in US$ in the global defense industry: military / civildefense contractor vs. consultancy / IT / other service provider (% of all supplier respondents),
    • 2010-2011Figure 52: Annual marketing budgets in US$ in the global defense industry by region (% of allsupplier respondents), 2010-2011Figure 53: Annual marketing budgets in US$ in the global defense industry by company turnover(% of all supplier respondents), 2010-2011Figure 54: Earmarked budget for green marketing (% of all supplier respondents), global defenseindustry, 2010-2011Figure 55: Earmarked budget for green marketing: military / civil defense contractor vs.consultancy / IT / other service provider (% of supplier respondents), global defense industry,2010-2011Figure 56: Regional variations in green marketing budgets (% of all supplier respondents), globaldefense industry, 2010-2011Figure 57: Military / civil defense contractor vs. consultancy / IT / other service provider: globaldefense industry: key promotional channels (% of all supplier respondents), 2010-2011Figure 58: Regional variations: global defense industry: key promotional channels (% of allsupplier respondents), 2010-2011Figure 59: Company turnover variations: key promotional channels (% of all supplierrespondents): global defense industry, 2010-2011Figure 60: Variations by decision making authority: key promotional channels (% of all supplierrespondents): global defense industry, 2010-2011Figure 61: Green marketing vs. traditional marketing: global defense industry: military / civildefense contractor vs. consultancy / IT / other service provider (% of all supplier respondents),2010-2011Figure 62: Regional variations: green marketing vs. traditional marketing, global defenseindustry (% of all supplier respondents), 2010-2011Figure 63: Company turnover variations: green marketing vs. traditional marketing, globaldefense industry (% of all supplier respondents), 2010-2011Figure 64: Green marketing drivers: military / civil defense contractor vs. consultancy / IT / otherservice provider (% of all supplier respondents), global defense industry, 2010-2011Figure 65: Regional variations: green marketing drivers (% of all supplier respondents), globaldefense industry, 2010-2011Figure 66: Company turnover variations: green marketing drivers (% of all supplierrespondents), global defense industry, 2010-2011Figure 67: Employee size variations: green marketing drivers (% of all supplier respondents),global defense industry, 2010-2011Figure 68: Variations by decision making authority: green marketing drivers (% of all supplierrespondents), global defense industry, 2010-2011Figure 69: Military / civil defense contractor vs. consultancy / IT / other service provider:marketing green credentials (% of all supplier respondents), global defense industry, 2010-2011Figure 70: Regional variations: marketing green credentials (% of all supplier respondents),global defense industry, 2010-2011Figure 71: Company turnover variations: marketing green credentials (% of all supplierrespondents), global defense industry, 2010-2011Figure 72: Military / civil defense contractor vs. consultancy / IT / other service provider: carbonemissions as selection criteria (% of all supplier respondents), global defense industry, 2010-2011
    • Figure 73: Measures for reduction of carbon emissions in the global defense industry (% ofmilitary / civil defense contractor respondents), 2010-2011Figure 74: Measures for reduction of carbon emissions in the global defense industry (% ofconsultancy / IT / other service providers respondents), 2010-2011Figure 75: Regional variations: level of implementation of measures for reduction of carbonemissions in the global defense industry (% of in the process of implementing and implementedcombined respondents), 2010-2011Figure 76: Company turnover variations: level of implementation of measures for reduction ofcarbon emissions in the global defense industry (% of in the process of implementing andimplemented combined respondents), 2010-2011For more information, please visit : http://www.aarkstore.com/reports/Competition-for-a-Share-of-Sustainability-Expenditure-in-the-Defense-Industry-2010%E2%80%9312-Green-Marketing-Strategies-and-Drivers-Defense-Supplier-Expenditure-Activity-and-Impact-on-Profitability-78773.htmlContact :SanaaAarkstore EnterpriseTel : +912227453309Mobile No: +919272852585Email : contact@aarkstore.com