This document discusses the fashion brand FREITAG and their approach to sustainable and innovative design. It describes how FREITAG was founded in 1993 by two brothers in Switzerland to produce durable messenger bags using recycled materials like tarpaulins and bicycle tubes. Over time, FREITAG has expanded to produce over 50 bag models while focusing on handcrafted, eco-friendly production. Their factory in Zurich utilizes sustainable practices like reusing rainwater and installing a green roof. FREITAG positions their products as functional fashion and works with customers as innovators to continuously improve their sustainable design and production processes.
From June, 30th, 2018 to July 7th, 2018 took place the Tendence 2018 Messe Frankfurt trade show.
I did enjoy Tendence 2018 Messe Frankfurt that occupied the Hall 8.0, Hall 9.0, Hall 9.1, Hall 9.2, Hall 11.0, Hall 11.1, because you can roam from one stand to another or one hall to another without having to cope with a lot of crowd.
A one-year-old child presented with failure to thrive and paleness was diagnosed with thalassemia. The child required regular blood transfusions to treat anemia symptoms from the condition. As the child grew older, she developed complications from iron overload due to the frequent transfusions, including pain in her abdomen. Her parents inquired about stem cell transplantation but a donor could not be found, so she was placed on medication to treat the iron overload and manage the thalassemia long-term through continued hypertransfusion therapy.
This document outlines a toolkit to help evaluate innovation ideas at Resource Interactive, including a three-piece toolkit containing a Resource Innovation Brief (RIB) and Twenty Questions questionnaire. The RIB captures idea details and business case, while the questionnaire helps determine the best strategy for pursuing an idea through questions about assets, risks, and commercialization options like internal development, contracting, partnering, spin-offs, or selling. Together this toolkit aims to help Resource Interactive objectively evaluate ideas and their fit with organizational goals and capabilities.
The document outlines The North Face's Tri-Peak Plan to drive innovation and growth across three key areas: Outdoor, Performance, and Action. It discusses strategies to leverage digital experiences and new media, renovate retail stores to enhance storytelling, and implement a product innovation process. Simulation analyses show how revenue could increase from $3 billion currently to over $6.5 billion by 2020 through focusing marketing investments and achieving targeted regional and category growth rates. Sensitivity analyses identify the impact that varying assumptions could have on revenue outcomes.
The document provides an overview of innovation training. It begins with definitions of creativity and innovation. It then discusses factors that influence team innovation, including task, group composition, environment, and process. The document also outlines the organizational innovation radar, which consists of 4 key business anchors: offerings, customers, processes, and presence. For each anchor, the document describes different types of innovation, such as developing new products/services, identifying new customer needs, redesigning processes, and creating new distribution channels. Finally, it discusses additional innovation types like platforms, solutions, customer experience, value capture, and organizational structure.
From June, 30th, 2018 to July 7th, 2018 took place the Tendence 2018 Messe Frankfurt trade show.
I did enjoy Tendence 2018 Messe Frankfurt that occupied the Hall 8.0, Hall 9.0, Hall 9.1, Hall 9.2, Hall 11.0, Hall 11.1, because you can roam from one stand to another or one hall to another without having to cope with a lot of crowd.
A one-year-old child presented with failure to thrive and paleness was diagnosed with thalassemia. The child required regular blood transfusions to treat anemia symptoms from the condition. As the child grew older, she developed complications from iron overload due to the frequent transfusions, including pain in her abdomen. Her parents inquired about stem cell transplantation but a donor could not be found, so she was placed on medication to treat the iron overload and manage the thalassemia long-term through continued hypertransfusion therapy.
This document outlines a toolkit to help evaluate innovation ideas at Resource Interactive, including a three-piece toolkit containing a Resource Innovation Brief (RIB) and Twenty Questions questionnaire. The RIB captures idea details and business case, while the questionnaire helps determine the best strategy for pursuing an idea through questions about assets, risks, and commercialization options like internal development, contracting, partnering, spin-offs, or selling. Together this toolkit aims to help Resource Interactive objectively evaluate ideas and their fit with organizational goals and capabilities.
The document outlines The North Face's Tri-Peak Plan to drive innovation and growth across three key areas: Outdoor, Performance, and Action. It discusses strategies to leverage digital experiences and new media, renovate retail stores to enhance storytelling, and implement a product innovation process. Simulation analyses show how revenue could increase from $3 billion currently to over $6.5 billion by 2020 through focusing marketing investments and achieving targeted regional and category growth rates. Sensitivity analyses identify the impact that varying assumptions could have on revenue outcomes.
The document provides an overview of innovation training. It begins with definitions of creativity and innovation. It then discusses factors that influence team innovation, including task, group composition, environment, and process. The document also outlines the organizational innovation radar, which consists of 4 key business anchors: offerings, customers, processes, and presence. For each anchor, the document describes different types of innovation, such as developing new products/services, identifying new customer needs, redesigning processes, and creating new distribution channels. Finally, it discusses additional innovation types like platforms, solutions, customer experience, value capture, and organizational structure.
Marketing concept created for The North Face brand. Main idea is to use storytelling instead of advertisement in order to promote trail running products and brand awareness.
This is an official draft of my master's dissertation, a case study on the new US corporate status B Corporation, taking Patagonia, Inc., as the case of study. No data, information, quotes, or content may be copied without official permission.
This document analyzes Patagonia, Inc. and its unique culture and business practices. It discusses Patagonia's conservationist mission statement and objective to earn profits in order to fund environmental initiatives, rather than maximize shareholder wealth. It also describes Patagonia's transparent and employee-oriented culture, including benefits like paid parental leave. The document evaluates Patagonia's "Workbook Process" budgeting system, recommending continued use but with senior manager oversight of meetings and division manager reports to improve accountability.
The document describes the Columbia Switchback II Jacket being proposed for purchase by Tampa Bay Outfitters. Key details include product features like an adjustable hood and breathable material. It also outlines Columbia's competitive advantages such as its reputation and sponsorships. Financial projections estimate that purchasing 24 to 60 jackets per quarter would result in net profits of 105-120% per unit.
Assignment%20#2 Under Armour Competitor And Market AnalysisBrian Teufel
Under Armour has experienced rapid growth in the performance apparel industry, with 81% of its sales coming from the Pennsylvania market. While Nike remains the largest company by total sales, Under Armour spends a higher percentage (33%) of its sales on research and development compared to competitors. The performance apparel industry is growing at a rate of 15% annually and Under Armour has established strong core competencies in innovation, quality, and research that give it a competitive advantage over most peers.
The North Face is launching a new campaign in 2015 to address declining market share. Research found their target audience appreciates quality that allows enjoyable outdoor time with others but is unaware of TNF's product testing. The solution is to focus on affluent, casual outdoor enthusiasts and highlight TNF's premium quality as the difference between a good and great outdoor experience, empowering consumers to escape with loved ones. Ignite's immersive approach and creative concepts emphasizing truth, humanity and quality aim to halt market share declines and increase direct-to-consumer sales. Success will be measured by increased brand perception, market share and online/store revenue.
La Patagonia es una región al sur de Argentina compuesta por 5 provincias. El documento describe varias fiestas nacionales y provinciales de la Patagonia, incluyendo sus propósitos y actividades. También presenta información sobre platos típicos como la torta galesa, centolla fueguina y merluza negra con salsa de puerros. Por último, detalla bailes folclóricos de la región como la zamba, loncomeo y cielito.
Environmental Differentiation Strategy of PatagoniaJohannes Mahlich
As producer of outdoor cloth Patagonia considers the environment as their most important stakeholder in their decision-making. Their environmental efforts go far beyond required law and impose extra costs on their customers. As to basic economic logic providing environmental quality beyond required law will put a company in a competitive disadvantage.
Patagonia’s vision is environmental conservation and restoration. They consider their purpose of being in building the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. Patagonia wants to compete in the market by pursuing an environmental differentiation strategy.
Patagonia’s key tactics in providing value for their stakeholders are summarized under the so-called ‘Product Lifecycle Initiative’. This initiative is a holistic commitment to lengthen the product lifecycle and reduce landfill waste. Those tactics can be categorized into what Patagonia refers to as: Reduce, repair, reuse and recycle. To reduce their customers consumption Patagonia heavily invests into R&D to produce the most durable garments. In addition, they only use organic and recycled garments to reduce the footprint of their products. Patagonia offers a free repair service for all of their products for the whole product life. Furthermore, they offer a second market where consumers can resell their used products. Patagonia encourages their customers to return Patagonia products instead of throwing them away so that they can recycle them correctly.
Patagonia provides a lot of value to the environment. This value needs to be captured via the consumers. Hence, the environmental quality they provide needs to find a willingness to pay among the customers. Some, but few people buy Patagonia products for altruistic reasons because they know that buying Patagonia products will do good to the environment. Patagonia bundles the public good of environmental quality, which is difficult to charge the customer for, with the private good being product quality. They do this by constantly communicating environment friendliness together with quality. Hence, consumer value environmental friendliness for the implicit quality Patagonia offers. Another aspect to buy their products is environmental prestige. Most importantly, however, environmentalism resonates with their customer values as Patagonia’s customers, as buyers of outdoor wear, usually love the nature. The fact that environmentalism is deeply integrated into their business model makes their engagement credible and difficult to imitate by competitors.
As the case of Patagonia shows basic economic logic has its limits when it comes to environmental differentiation strategies. A company can serve the environment as main stakeholder as long as it is able to capture those values perceived by the environment by finding willingness at the consumer to pay for those environmental qualities.
Patagonia is launching a new line of hemp clothing and an advertising campaign called "Hemp. It's in our DNA" to reposition itself as a lifestyle brand. The summary includes sponsoring Earth Day to showcase the new hemp line, emphasizing the sustainability of hemp as a material, and focusing advertising through TV, online, outdoor and other channels to reach their target audience of active outdoor enthusiasts.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
The document summarizes research conducted on The North Face brand and its consumers. Research methods included secondary research, surveys, focus groups, and interviews. Key findings include:
- The North Face's target consumer is educated, college-aged to middle-aged individuals who value style, technology, and brands.
- There are two types of customers - serious outdoor enthusiasts and "brand hitchers" who wear the gear casually.
- The North Face is seen as durable, warm, and comfortable but also boring and masculine.
- Opportunities exist in targeting families through children's clothing and emphasizing an active lifestyle for all ages.
The document analyzes The North Face's athletic footwear business and its competitors. It identifies the brand's target customer segment as "Ultra Marathon Mark and Mindy", active 25-45 year olds who enjoy hiking, running and the outdoors. The document performs a product positioning analysis and evaluates the brand's marketing mix to address problems like low customer exposure to the footwear line.
Basically its a group project done by Shayla Khan Shimu,Badhon Mahadi Islam , Shahanur Alam , Shamrat Banik from American International-University Bangladesh
I made this PowerPoint presentation for my Consumer Behavior class in 2006. It was the for a project in which we examined Under Armour's integrated marketing communications, and made recommendations at the end.
The document provides a situation analysis for The North Face brand, including a SWOT analysis. It summarizes that The North Face is a leading outdoor apparel brand owned by VF Corporation. While apparel manufacturing has declined, VF Corporation has grown to $7 billion in revenue. The SWOT analysis identifies strengths like brand recognition and product diversity, weaknesses like high prices, and opportunities like investing in sustainability and partnerships with sports teams. The greatest opportunity is expanding marketing to college students in the Midwest US.
This project includes the business information about Under Armour, Inc. It demonstrates the mastery of analyzing the current financial position of a company and predicting the future growth.
1) NIKE entered the Indian market in the mid-1990s through an exclusive licensing agreement. It focused on premium niche segments like basketball and tennis rather than cricket.
2) NIKE faces intense competition from rivals like Reebok and Adidas in the Indian sportswear market. Reebok gained early success by associating with cricket.
3) NIKE's unique value proposition is based on innovative product design, durability, and quality. It focuses resources on design/R&D, marketing, and distribution to deliver new products to customers quickly.
The classroom activities to think and plan business plan for sample company. This business plan not related to the real plan for Adidas AG. For more exchange in ideas please comment. Thank you.
Circular Economy - And Open Source + Hacking As Paths To It Lars Zimmermann
A presentation with an introduction to Circular Economy highlighting Open Source and Hacking as promising methodologies to make progress with it. / by Lars Zimmermann http://larszimmermann.de
This document summarizes Interface's journey towards sustainability. It discusses how Interface has reduced waste, water usage, energy usage, and GHG emissions in its manufacturing processes. It also describes Interface's focus on using recycled and bio-based materials in its carpet tiles, such as Biosfera tiles made from 100% recycled nylon and Fotosfera tiles made from bio-based nylon from castor beans. The document emphasizes that yarn has the biggest environmental impact and that product sustainability is more important than corporate sustainability claims. It promotes transparency through tools like life cycle assessments and environmental product declarations.
Marketing concept created for The North Face brand. Main idea is to use storytelling instead of advertisement in order to promote trail running products and brand awareness.
This is an official draft of my master's dissertation, a case study on the new US corporate status B Corporation, taking Patagonia, Inc., as the case of study. No data, information, quotes, or content may be copied without official permission.
This document analyzes Patagonia, Inc. and its unique culture and business practices. It discusses Patagonia's conservationist mission statement and objective to earn profits in order to fund environmental initiatives, rather than maximize shareholder wealth. It also describes Patagonia's transparent and employee-oriented culture, including benefits like paid parental leave. The document evaluates Patagonia's "Workbook Process" budgeting system, recommending continued use but with senior manager oversight of meetings and division manager reports to improve accountability.
The document describes the Columbia Switchback II Jacket being proposed for purchase by Tampa Bay Outfitters. Key details include product features like an adjustable hood and breathable material. It also outlines Columbia's competitive advantages such as its reputation and sponsorships. Financial projections estimate that purchasing 24 to 60 jackets per quarter would result in net profits of 105-120% per unit.
Assignment%20#2 Under Armour Competitor And Market AnalysisBrian Teufel
Under Armour has experienced rapid growth in the performance apparel industry, with 81% of its sales coming from the Pennsylvania market. While Nike remains the largest company by total sales, Under Armour spends a higher percentage (33%) of its sales on research and development compared to competitors. The performance apparel industry is growing at a rate of 15% annually and Under Armour has established strong core competencies in innovation, quality, and research that give it a competitive advantage over most peers.
The North Face is launching a new campaign in 2015 to address declining market share. Research found their target audience appreciates quality that allows enjoyable outdoor time with others but is unaware of TNF's product testing. The solution is to focus on affluent, casual outdoor enthusiasts and highlight TNF's premium quality as the difference between a good and great outdoor experience, empowering consumers to escape with loved ones. Ignite's immersive approach and creative concepts emphasizing truth, humanity and quality aim to halt market share declines and increase direct-to-consumer sales. Success will be measured by increased brand perception, market share and online/store revenue.
La Patagonia es una región al sur de Argentina compuesta por 5 provincias. El documento describe varias fiestas nacionales y provinciales de la Patagonia, incluyendo sus propósitos y actividades. También presenta información sobre platos típicos como la torta galesa, centolla fueguina y merluza negra con salsa de puerros. Por último, detalla bailes folclóricos de la región como la zamba, loncomeo y cielito.
Environmental Differentiation Strategy of PatagoniaJohannes Mahlich
As producer of outdoor cloth Patagonia considers the environment as their most important stakeholder in their decision-making. Their environmental efforts go far beyond required law and impose extra costs on their customers. As to basic economic logic providing environmental quality beyond required law will put a company in a competitive disadvantage.
Patagonia’s vision is environmental conservation and restoration. They consider their purpose of being in building the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. Patagonia wants to compete in the market by pursuing an environmental differentiation strategy.
Patagonia’s key tactics in providing value for their stakeholders are summarized under the so-called ‘Product Lifecycle Initiative’. This initiative is a holistic commitment to lengthen the product lifecycle and reduce landfill waste. Those tactics can be categorized into what Patagonia refers to as: Reduce, repair, reuse and recycle. To reduce their customers consumption Patagonia heavily invests into R&D to produce the most durable garments. In addition, they only use organic and recycled garments to reduce the footprint of their products. Patagonia offers a free repair service for all of their products for the whole product life. Furthermore, they offer a second market where consumers can resell their used products. Patagonia encourages their customers to return Patagonia products instead of throwing them away so that they can recycle them correctly.
Patagonia provides a lot of value to the environment. This value needs to be captured via the consumers. Hence, the environmental quality they provide needs to find a willingness to pay among the customers. Some, but few people buy Patagonia products for altruistic reasons because they know that buying Patagonia products will do good to the environment. Patagonia bundles the public good of environmental quality, which is difficult to charge the customer for, with the private good being product quality. They do this by constantly communicating environment friendliness together with quality. Hence, consumer value environmental friendliness for the implicit quality Patagonia offers. Another aspect to buy their products is environmental prestige. Most importantly, however, environmentalism resonates with their customer values as Patagonia’s customers, as buyers of outdoor wear, usually love the nature. The fact that environmentalism is deeply integrated into their business model makes their engagement credible and difficult to imitate by competitors.
As the case of Patagonia shows basic economic logic has its limits when it comes to environmental differentiation strategies. A company can serve the environment as main stakeholder as long as it is able to capture those values perceived by the environment by finding willingness at the consumer to pay for those environmental qualities.
Patagonia is launching a new line of hemp clothing and an advertising campaign called "Hemp. It's in our DNA" to reposition itself as a lifestyle brand. The summary includes sponsoring Earth Day to showcase the new hemp line, emphasizing the sustainability of hemp as a material, and focusing advertising through TV, online, outdoor and other channels to reach their target audience of active outdoor enthusiasts.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
The document summarizes research conducted on The North Face brand and its consumers. Research methods included secondary research, surveys, focus groups, and interviews. Key findings include:
- The North Face's target consumer is educated, college-aged to middle-aged individuals who value style, technology, and brands.
- There are two types of customers - serious outdoor enthusiasts and "brand hitchers" who wear the gear casually.
- The North Face is seen as durable, warm, and comfortable but also boring and masculine.
- Opportunities exist in targeting families through children's clothing and emphasizing an active lifestyle for all ages.
The document analyzes The North Face's athletic footwear business and its competitors. It identifies the brand's target customer segment as "Ultra Marathon Mark and Mindy", active 25-45 year olds who enjoy hiking, running and the outdoors. The document performs a product positioning analysis and evaluates the brand's marketing mix to address problems like low customer exposure to the footwear line.
Basically its a group project done by Shayla Khan Shimu,Badhon Mahadi Islam , Shahanur Alam , Shamrat Banik from American International-University Bangladesh
I made this PowerPoint presentation for my Consumer Behavior class in 2006. It was the for a project in which we examined Under Armour's integrated marketing communications, and made recommendations at the end.
The document provides a situation analysis for The North Face brand, including a SWOT analysis. It summarizes that The North Face is a leading outdoor apparel brand owned by VF Corporation. While apparel manufacturing has declined, VF Corporation has grown to $7 billion in revenue. The SWOT analysis identifies strengths like brand recognition and product diversity, weaknesses like high prices, and opportunities like investing in sustainability and partnerships with sports teams. The greatest opportunity is expanding marketing to college students in the Midwest US.
This project includes the business information about Under Armour, Inc. It demonstrates the mastery of analyzing the current financial position of a company and predicting the future growth.
1) NIKE entered the Indian market in the mid-1990s through an exclusive licensing agreement. It focused on premium niche segments like basketball and tennis rather than cricket.
2) NIKE faces intense competition from rivals like Reebok and Adidas in the Indian sportswear market. Reebok gained early success by associating with cricket.
3) NIKE's unique value proposition is based on innovative product design, durability, and quality. It focuses resources on design/R&D, marketing, and distribution to deliver new products to customers quickly.
The classroom activities to think and plan business plan for sample company. This business plan not related to the real plan for Adidas AG. For more exchange in ideas please comment. Thank you.
Circular Economy - And Open Source + Hacking As Paths To It Lars Zimmermann
A presentation with an introduction to Circular Economy highlighting Open Source and Hacking as promising methodologies to make progress with it. / by Lars Zimmermann http://larszimmermann.de
This document summarizes Interface's journey towards sustainability. It discusses how Interface has reduced waste, water usage, energy usage, and GHG emissions in its manufacturing processes. It also describes Interface's focus on using recycled and bio-based materials in its carpet tiles, such as Biosfera tiles made from 100% recycled nylon and Fotosfera tiles made from bio-based nylon from castor beans. The document emphasizes that yarn has the biggest environmental impact and that product sustainability is more important than corporate sustainability claims. It promotes transparency through tools like life cycle assessments and environmental product declarations.
This document summarizes an event about upcycling held in Luxembourg. It begins with welcoming remarks and introduces the evening's program, which includes presentations on the context of circular economy versus linear economy, upcycling in art and fashion, reducing waste, and five regional artists exhibiting their upcycling works. The document then shares several examples of upcycling from projects like the Tokyo 2020 Olympics medals and podiums, before presentations from different speakers about industrial ecology using citrus waste for bioplastics, extending product lifetimes through new legislation and initiatives, and an artist discussing origins and examples of upcycling in art. Overall it provides an overview of an event featuring several speakers and presentations on the topic of upcycling
Interface’s Sustainable Carpets: Zero WasteSasin SEC
This document summarizes Interface Inc., a leading commercial carpet manufacturer, and its journey towards sustainability and Mission Zero. It discusses Interface's goals of eliminating waste, emissions, water and energy usage from its operations. Interface has implemented various initiatives such as using renewable energy, closed-loop recycling programs, and product innovations to reduce its environmental impact. It measures its progress using EcoMetrics and SocioMetrics to track goals like increasing recycled and renewable material usage and engaging employees in sustainability.
COP21 « 100 French innovative climate solutions PEXE
Numéro spécial Environnement Magazine international COP21 « 100 French innovative climate solutions » vient de sortir. Elaboré avec le Réseau PEXE et ses réseaux d’éco-entreprises, ce numéro spécial a pour objectif d'identifier et de valoriser l'offre innovante des éco-PME sur les volets atténuation et adaptation au changement climatique et d'informer sur le savoir-faire de la filière française.
Elaboré par Environnement Magazine en partenariat avec le PEXE et ses réseaux d’éco-entreprises, ce numéro spécial a pour objectif d'identifier et de valoriser l'offre innovante des éco-PME sur les volets atténuation et adaptation au changement climatique et d'informer sur le savoir-faire de la filière française.
This vertical acoustic panel system allows for custom made panels from compressed polyester. The panels have a downward leading edge and can be printed with custom designs. It is well-suited for open plan spaces with limited wall space. The panels are made in Ireland and the UK.
This document summarizes Conwed Plastics, a leading manufacturer of plastic netting. Headquartered in Minneapolis, Minnesota, Conwed has global manufacturing locations and produces a wide range of netting types. Their netting is used across many industries to improve product performance through capabilities like grip, lamination, protection, and reinforcement. Conwed works with customers from concept to commercialization and aims to create innovative netting solutions for a variety of applications.
The document discusses various types of pollution including air, water, solid waste and ozone layer depletion. It outlines the short term and long term health effects of each type of pollution. Some key ways to reduce pollution mentioned are using public transportation and fuel efficient vehicles to reduce air pollution, properly disposing of chemicals and waste to prevent water pollution, reducing consumption and recycling materials to limit solid waste pollution. The document advocates reducing, reusing, recycling and composting household waste to significantly decrease the amount of waste sent to landfills.
The document discusses various types of pollution including air, water, solid waste and ozone layer depletion. It outlines the short term and long term health effects of each type of pollution. Some key ways to reduce pollution mentioned are using public transportation and fuel efficient vehicles to reduce air pollution, properly disposing of chemicals and waste to prevent water pollution, reducing consumption and recycling materials to limit solid waste pollution. The document advocates reducing, reusing, recycling and composting household waste to significantly decrease the amount of waste sent to landfills.
Jaden Fabrics is the ONLY supplier for 100% Green Enova Towels in the Hospitality Market! Contact us to learn more about this exciting new process and product!
This document provides information on carpet tile products from modulyss, including:
- Modulyss designs, manufactures, and supplies unique carpet tiles for the commercial market from their headquarters in Belgium.
- They offer a variety of carpet tile collections that are Cradle to Cradle Certified at the Gold or Silver level and focus on sustainability and the circular economy.
- Product details are provided for over 50 different carpet tile styles, including pile composition, weight, thickness, and certifications.
Sobel Westex is a global provider of linen and terry products with manufacturing facilities, distribution centers, and showrooms worldwide. They have a large market share in the US and Las Vegas and are an exclusive provider for many major hotel brands. Sobel Westex prioritizes quality, innovation, design, and sustainability in their manufacturing and strives to provide excellent customer service through their dedicated account teams.
A sustainable journey - from sustainability and eco design to circularityStephan Clambaneva
The document discusses sustainability initiatives and becoming sustainable planet ambassadors. It summarizes the origins of Okala Practitioner which emerged from efforts to develop an ecodesign curriculum. It emphasizes thinking globally and acting locally as well as taking a systems view of sustainability across different areas like workforce, manufacturing, and transportation facilities. The document outlines growing demand for sustainability including more countries adopting cap and trade systems and more consumers preferring ethical brands. It provides recommendations to work towards more sustainable products and encourages specific next steps like signing a petition to create a Sustainable Secretary of State position.
Filippa K:n Corporate Responsibility Managerin Elin Larssonin esitys Our way to long-term sustainable success Sitran ja Suomen Tekstiili & Muoti ry:n järjestämässä Tekstiili, muoti ja kiertotalous? -tapahtumassa 25.5.2015.
The document describes a project to design a low-cost, solar-powered water distillation device for areas in Africa without access to clean drinking water. Over 1 billion people worldwide lack clean water access, including 26.8% in Africa. The device aims to produce 2-4 gallons of clean water per day using solar energy. A thermal circuit model was developed and validated to ensure efficient heating and evaporation. The final prototype design includes mirrors to reflect sunlight, adjustable legs, and easy collection and cleaning. Future plans include testing the prototype and marketing to organizations providing humanitarian aid.
Sustainability they seek it here, they seek it there . . .john bullock
This document discusses sustainability and the lighting industry in the UK. It provides an overview of sustainability, noting that sustainable development aims to meet present needs without compromising future generations' ability to meet their own needs. The document then discusses how sustainability has been adopted by industries like construction and how the lighting industry in particular faces issues as it transitions to LED technologies. Key sustainability challenges for the lighting industry include optimal material use and waste management during production, as well as energy management to avoid increased energy consumption from more efficient products. The document advocates for life cycle assessments of lighting products to create a more sustainable industry.
More and more people are talking about sustainability, yet fewer and fewer know what it means in practice or how it might be realised.
John Bullock looks at the way that the 'realpolitik' of sustainability has developed and shifted, and how the major influencers within the construction industry are seeking to integrate sustainable practices into building design.
And what will be expected from the lighting industry when a robust sustainability agenda drives building specification?
Talk by John Bullock, John Bullock Lighting Design
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
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39. Zürich FREITAG factory:
Text goes here
social and ecological responsibility
Re-use rainwater
Roof top garden for insulation
40. Zürich FREITAG factory:
Text goes here
social and ecological responsibility
Re-use rainwater
Roof top garden for insulation
Re-use heat from used water
50. Thank you for listening
Questions?
Slides: url here
Paper: url here
Editor's Notes
Starting screen \n
Starting screen \n
Starting screen \n
We are presenting FREITAG\n
In 1993 two brothers from Zürich (Switzerland) developed a new product, successfully started a business and launched a cult brand out of a student project. Daniel and Markus Freitag created fashionable bags from truck tarp, bicycle tubes, seat belts and airbags in an attempt to solve a problem they themselves encountered every day. \n\n
As students in graphic design they needed a bag that could hold large sheets of paper (posters, graphic designs) and at the same time allow them to transport everything by bicycle or subway. The bags needed to be waterproof to withstand the Swiss climate, and strong and sturdy in order not to break while in traffic. The inspiration for the bags was drawn from the typical messenger bag used by urban bike couriers originally found during the fifties in New York. \nTheir educational background allowed them to see things differently than contemporary bag-producers and forced them to look for the right material in unexpected places. In an interview with Micheal Conrad (2011) they explain that they had no idea where to find such strong and waterproof materials and looked at what was available around them. They found trucks with tarpaulin protecting the goods they transported, seat belts and inner tubes from bicycles. Later on they added the material from used airbags. \n\n
As students in graphic design they needed a bag that could hold large sheets of paper (posters, graphic designs) and at the same time allow them to transport everything by bicycle or subway. The bags needed to be waterproof to withstand the Swiss climate, and strong and sturdy in order not to break while in traffic. The inspiration for the bags was drawn from the typical messenger bag used by urban bike couriers originally found during the fifties in New York. \nTheir educational background allowed them to see things differently than contemporary bag-producers and forced them to look for the right material in unexpected places. In an interview with Micheal Conrad (2011) they explain that they had no idea where to find such strong and waterproof materials and looked at what was available around them. They found trucks with tarpaulin protecting the goods they transported, seat belts and inner tubes from bicycles. Later on they added the material from used airbags. \n\n
As students in graphic design they needed a bag that could hold large sheets of paper (posters, graphic designs) and at the same time allow them to transport everything by bicycle or subway. The bags needed to be waterproof to withstand the Swiss climate, and strong and sturdy in order not to break while in traffic. The inspiration for the bags was drawn from the typical messenger bag used by urban bike couriers originally found during the fifties in New York. \nTheir educational background allowed them to see things differently than contemporary bag-producers and forced them to look for the right material in unexpected places. In an interview with Micheal Conrad (2011) they explain that they had no idea where to find such strong and waterproof materials and looked at what was available around them. They found trucks with tarpaulin protecting the goods they transported, seat belts and inner tubes from bicycles. Later on they added the material from used airbags. \n\n
They found trucks with tarpaulin protecting the goods they transported, seat belts and inner tubes from bicycles. Later on they added the material from used airbags. \n\n
The first messenger bag was created in their parents’ house. \n\n
They washed the tarp which smelled from the exhaust fumes, and used "Mom's" sewing machine to stitch up the pieces and create the first model of their Freeway-bag (Conrad, M., 2011). Each bag is unique because of the typographic pattern cut out of the tarpaulin. Even though the company expanded and today the Fundamentals line comprises over 40 models, each and every bag touts a unique pattern hand-cut from the same type of truck tarps the Freitag brothers seized in 1993.\n
Besides the original Freeway bag, the models on sale include iPad and laptop sleeves, backpacks, wallets, sports bags and a business bag aimed at finance professionals named after Alan Greenspan.\n\nNowadays the company produces around 57 different models (Freitag, D., 2012), \n
Nowadays the company produces around 57 different models (Freitag, D., 2012), processes 390 tons of truck tarp, 36000 bicycle tubes, 22000 seat belts and 1400 sq. recycled airbags. FREITAG employes 140 people around the world, most of them in the factory in Zürich. The nine stores are located in high profile cities such as New York, Tokyo, Davos and Vienna. The location of the stores is rather revealing and suggests a high-income customer segment.\n\n
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When people think of the fashion industry and everything it entails, they normally don’t make the link with sustainability. Fashion is an industry where trends change every season which is contradictory to the concept of sustainability which implies a much longer perspective, perhaps reaching into infinity (Koefoed, 2008: 61). FREITAG proves that the fashion-industry and the concept of sustainability do not have to be on the far end of the scale but that they can be reconciled with one another. \n\n
We found several definitions for the concept of sustainable innovation given by many experts. Kemp (1991) stated that sustainability on the one hand covers a stance towards the possibilities of future generations with all the difficulties that this perspective implies, and that on the other hand sustainability is about the connection to the present with a particular sensitivity, acutely aware of resources and processes. This definition can be situated more within the ecological or environmental sustainability.\n\n
There is also the concept of sustainable business, which according to Lovins, Hawkins and Lovins (2008) should include the sustainable development and use, of, at least, the following four types of capital: financial, manufacturing, natural and human. \n\n
M. de Brito et al. has identified three main drives towards sustainability in fashion business: compliance with legislation, the attempt to obtain a competitive advantage and the impact of Corporate Social Responsibility in companies over the last decade (de Brito et al, 2008). \n\n
These definitions are reconciled by Michael E. Porter in his paper “Green and Competitive: Ending the Stalemate”. He shows that in some cases environmental regulations can be effective and force companies to use resources more effectively as well as gain competitive advantages such as reduced production costs and early-mover advantages. Companies should focus on the production process itself, instead of favoring end-of-pipe solutions like secondary waste treatment. \n\n
- Good design is invisible. Consider the products produced by FREITAG: a person that does not know that the brand is using old truck tarps, bicycle tubes or seat-belts will just see a bag that answers to the special needs of certain professions. \n- Good design solves a problem. What she means here is that the industry, instead of creating waste and polluting the environment, should look for a way to either evade those issues or put them to their use. FREITAG uses materials to create products that are otherwise difficult to recycle or use again.\n- Good design considers the life cycle of the product. A producer considers how long his product will last, whether it can be reused at the end of its lifecycle. \nFREITAG shows that it is possible to deliver a fashionable product while considering the full life-cycle of the production process and making that process as eco-friendly and efficient as possible. Even though the raw materials used in their final products cannot be seen as eco-friendly materials, they avoid to create more waste and give a second life to those materials. \n\n
- Good design is invisible. Consider the products produced by FREITAG: a person that does not know that the brand is using old truck tarps, bicycle tubes or seat-belts will just see a bag that answers to the special needs of certain professions. \n- Good design solves a problem. What she means here is that the industry, instead of creating waste and polluting the environment, should look for a way to either evade those issues or put them to their use. FREITAG uses materials to create products that are otherwise difficult to recycle or use again.\n- Good design considers the life cycle of the product. A producer considers how long his product will last, whether it can be reused at the end of its lifecycle. \nFREITAG shows that it is possible to deliver a fashionable product while considering the full life-cycle of the production process and making that process as eco-friendly and efficient as possible. Even though the raw materials used in their final products cannot be seen as eco-friendly materials, they avoid to create more waste and give a second life to those materials. \n\n
- Good design is invisible. Consider the products produced by FREITAG: a person that does not know that the brand is using old truck tarps, bicycle tubes or seat-belts will just see a bag that answers to the special needs of certain professions. \n- Good design solves a problem. What she means here is that the industry, instead of creating waste and polluting the environment, should look for a way to either evade those issues or put them to their use. FREITAG uses materials to create products that are otherwise difficult to recycle or use again.\n- Good design considers the life cycle of the product. A producer considers how long his product will last, whether it can be reused at the end of its lifecycle. \nFREITAG shows that it is possible to deliver a fashionable product while considering the full life-cycle of the production process and making that process as eco-friendly and efficient as possible. Even though the raw materials used in their final products cannot be seen as eco-friendly materials, they avoid to create more waste and give a second life to those materials. \n\n
FREITAGs business model revolves around a product and the message it communicates. The brand and the bag express several messages attracting similar customers: eco-friendly (production process / factory), typography as a unique element, strong and sturdy materials, the bags smell from the exhaust fumes, mid-range price level for fashion bags.\n\nEvery material used in the hand-made manufacturing had, in other words, a different purpose in the past but was recycled to be part of a completely new product. Although FREITAG has not revolutionized the idea of the messenger bag, and uses existing materials, it has brought materials from a whole different context into its production process. It both saves costs by recycling old tarpaulin and also helps the environment by reducing the amount of waste.\n\n
n the process of creating the products, it is interesting to note that FREITAG only creates hand-made products and does not rely on automated machinery to speed up the production. Every truck tarpaulin also has unique characteristics (colors, texture, logo, etc.) and therefore every messenger bag is one-of-a-kind piece. The idea of creating hand-made bags is certainly not new but doing it on a larger scale and selling the products over all the world, makes it a quite radical type of process innovation unseen in the industry.\n\nEach product has a unique typographic pattern and is hand made. This requires specific employees with specific skills in deciding which part of the tarpaulin to cut and which tarpaulin to buy. Finding transport companies who are willing to sell their tarpaulin and inevitably seeing their brand reused in a fashion item looks like one the main challenges they have, especially in a company that now produces over around 1150 bags per working day.\n\n
n the process of creating the products, it is interesting to note that FREITAG only creates hand-made products and does not rely on automated machinery to speed up the production. Every truck tarpaulin also has unique characteristics (colors, texture, logo, etc.) and therefore every messenger bag is one-of-a-kind piece. The idea of creating hand-made bags is certainly not new but doing it on a larger scale and selling the products over all the world, makes it a quite radical type of process innovation unseen in the industry.\n\nEach product has a unique typographic pattern and is hand made. This requires specific employees with specific skills in deciding which part of the tarpaulin to cut and which tarpaulin to buy. Finding transport companies who are willing to sell their tarpaulin and inevitably seeing their brand reused in a fashion item looks like one the main challenges they have, especially in a company that now produces over around 1150 bags per working day.\n\n
n the process of creating the products, it is interesting to note that FREITAG only creates hand-made products and does not rely on automated machinery to speed up the production. Every truck tarpaulin also has unique characteristics (colors, texture, logo, etc.) and therefore every messenger bag is one-of-a-kind piece. The idea of creating hand-made bags is certainly not new but doing it on a larger scale and selling the products over all the world, makes it a quite radical type of process innovation unseen in the industry.\n\nEach product has a unique typographic pattern and is hand made. This requires specific employees with specific skills in deciding which part of the tarpaulin to cut and which tarpaulin to buy. Finding transport companies who are willing to sell their tarpaulin and inevitably seeing their brand reused in a fashion item looks like one the main challenges they have, especially in a company that now produces over around 1150 bags per working day.\n\n
The customer segment is willing to pay more for a unique and eco-friendly bag. The bags smells from the exhaust fumes and thus cannot really be classified as a luxury fashion item such as a Louis Vuitton bag.\n
All these choices give the impression that FREITAG uses a different mental model than the average enterprise, because it is much more aware of the social and ecological responsibility a company has. The idea of making bags but also thinking in a green and clean way has penetrated all its organizational levels and shows the company uses its own paradigm. This can be observed in their choice of location for production: an old contaminated factory site that has been cleaned and renovated so it fits the purpose of creating sustainable products. It is also reflected in the eco-friendly way they promote their bags in clothing stores.\n\n
All these choices give the impression that FREITAG uses a different mental model than the average enterprise, because it is much more aware of the social and ecological responsibility a company has. The idea of making bags but also thinking in a green and clean way has penetrated all its organizational levels and shows the company uses its own paradigm. This can be observed in their choice of location for production: an old contaminated factory site that has been cleaned and renovated so it fits the purpose of creating sustainable products. It is also reflected in the eco-friendly way they promote their bags in clothing stores.\n\n
All these choices give the impression that FREITAG uses a different mental model than the average enterprise, because it is much more aware of the social and ecological responsibility a company has. The idea of making bags but also thinking in a green and clean way has penetrated all its organizational levels and shows the company uses its own paradigm. This can be observed in their choice of location for production: an old contaminated factory site that has been cleaned and renovated so it fits the purpose of creating sustainable products. It is also reflected in the eco-friendly way they promote their bags in clothing stores.\n\n
The Freitag brothers themselves were the lead users, or “users as innovators”, that looked for a radical solution to their specific problems. However, they also used an incremental approach by looking at others (on the market) and checking what was missing at the moment. Their quality function deployment showed that the main elements that make a good bag are strength, space and durableness. On the basis of their observations, they decided to make a bag that fits these elements. Subsequently, it proved also interesting to release their product to the wider consumer market.\n\n
FREITAG started in 1993 and and more than 10 years later sells over 300.000 fashion items worldwide. Mixing an eco-friendly production and, unique and custom made product designs allowed FREITAG to portray itself as an eco-conscious company. This concept, the product is the message, was rather new to the fashion industry and even though FREITAG is still a small company, several copy-cats tried to sell similar bags (“Tonnerstag” in Switzerland) but eventually failed due to the lack of credibility, something which FREITAG had built over the past 10 years. This company shows that being innovative in an environmentally friendly and thus sustainable way, provides a clear competitive advantage towards competitors who merely use end-of-pipe solutions and add-on marketing messages.\n\n
FREITAG started in 1993 and and more than 10 years later sells over 300.000 fashion items worldwide. Mixing an eco-friendly production and, unique and custom made product designs allowed FREITAG to portray itself as an eco-conscious company. This concept, the product is the message, was rather new to the fashion industry and even though FREITAG is still a small company, several copy-cats tried to sell similar bags (“Tonnerstag” in Switzerland) but eventually failed due to the lack of credibility, something which FREITAG had built over the past 10 years. This company shows that being innovative in an environmentally friendly and thus sustainable way, provides a clear competitive advantage towards competitors who merely use end-of-pipe solutions and add-on marketing messages.\n\n
FREITAG started in 1993 and and more than 10 years later sells over 300.000 fashion items worldwide. Mixing an eco-friendly production and, unique and custom made product designs allowed FREITAG to portray itself as an eco-conscious company. This concept, the product is the message, was rather new to the fashion industry and even though FREITAG is still a small company, several copy-cats tried to sell similar bags (“Tonnerstag” in Switzerland) but eventually failed due to the lack of credibility, something which FREITAG had built over the past 10 years. This company shows that being innovative in an environmentally friendly and thus sustainable way, provides a clear competitive advantage towards competitors who merely use end-of-pipe solutions and add-on marketing messages.\n\n
FREITAG started in 1993 and and more than 10 years later sells over 300.000 fashion items worldwide. Mixing an eco-friendly production and, unique and custom made product designs allowed FREITAG to portray itself as an eco-conscious company. This concept, the product is the message, was rather new to the fashion industry and even though FREITAG is still a small company, several copy-cats tried to sell similar bags (“Tonnerstag” in Switzerland) but eventually failed due to the lack of credibility, something which FREITAG had built over the past 10 years. This company shows that being innovative in an environmentally friendly and thus sustainable way, provides a clear competitive advantage towards competitors who merely use end-of-pipe solutions and add-on marketing messages.\n\n