This document summarizes the results of a survey of 102 paper-consuming companies and organizations in Georgia about their use of paper and attitudes toward Forest Stewardship Council (FSC)-certified paper. The key findings are:
- Awareness of FSC certification is extremely low, with only 13 organizations aware of it beforehand and just 5 currently using FSC paper.
- While awareness is low, most organizations express interest in FSC paper if priced competitively with non-FSC paper.
- The ideal estimated price range for an FSC-certified box of A4 paper identified was 25-37 GEL, close to the price of non-FSC paper.
- The sample includes
This document is a thesis that examines how psychic distance impacts market entry sequence and channel partner initiation for New Zealand food and beverage SMEs exporting to international markets. It begins with an acknowledgement of those who supported the author's research. The introduction then discusses psychic distance theory and identifies gaps in the literature regarding its impact for firms from small domestic markets and how channel partnerships are initiated across culturally distant markets. The study aims to understand if psychic distance influences market priority and approaches to initiating partnerships for New Zealand exporters. It will evaluate perceptions of psychic distance between New Zealand and select export markets and compare this to a psychic distance index and current trade data.
This study has made an attempt to assess the degree of competition (or market structure) in
Nepalese commercial banking. For the purpose, both of structural (n-bank concentration ratio and
Herfindahl-Hirschman Index) and non-structural measures (Panzar-Rosse H-statistics) have been
used. Data of ten years have been abstracted from various sources for the analysis purpose. Study
shows that the market structure of Nepalese commercial banks is characterized by the
monopolistic competition. Further, it is observed that the banks other than government owned and
joint-venture banks have been facing highest degree of competition where as joint-venture
commercial banks face lowest degree of competition. Finally, the study suggested that the degree
of competition among government owned, joint-venture and other Nepalese commercial banks
slightly vary but overall market structure of all set of banks have the feature of monopolistic
competition.
Published on NRB Economic Review
ECO 365 MART Wonderful Education--eco365mart.comJaseetha20
FOR MORE CLASSES VISIT
www.eco365mart.com
1 During the winter break, Sam decides to go for a skiing vacation in Aspen instead of taking piano lessons. The opportunity cost of the skiing vacation is the: cost of accommodation
An analysis of the determinants of business growth in ghanaAlexander Decker
This document summarizes a study that analyzed the determinants of business growth in Wa Municipal, Ghana. The study used questionnaires and interviews of 100 business owners to examine the relationship between business size and factors like gender, record keeping, age of business owner, education level, and age of the business. The results found that business age and record keeping had statistically significant impacts on business size, with older businesses and better record keeping correlated with larger size. However, gender, education level, and age of owner did not significantly influence business size. The study aims to help inform policies to encourage business startups and support their long-term survival.
The Avaya 9611G IP Telephone features a 2.8 x 2.1 inch color display, eight programmable buttons with dual LEDs, four soft keys, and a four-way navigation cluster. It has a built-in full duplex speakerphone, supports up to three 12 or 24 button expansion modules, and is powered via 802.3af PoE or a local PoE injector. Compatibility includes H.323 support on Avaya Communication Manager 3.1.4 or earlier and SIP support on Avaya Communication Manager 6.0 with Avaya Aura Session Manager 6.0 or Avaya Midsize Business Template 5.2.1.
This document discusses transforming the customer journey through an omni-channel approach. It emphasizes uncovering customer intent through data to create connected physical and digital experiences. It also stresses the need for continuous improvement and adapting to changing customer behaviors and technologies by maintaining aligned priorities, willingness to change, strong feedback systems, and continuous improvement among all partners involved in the customer journey.
This document is a thesis that examines how psychic distance impacts market entry sequence and channel partner initiation for New Zealand food and beverage SMEs exporting to international markets. It begins with an acknowledgement of those who supported the author's research. The introduction then discusses psychic distance theory and identifies gaps in the literature regarding its impact for firms from small domestic markets and how channel partnerships are initiated across culturally distant markets. The study aims to understand if psychic distance influences market priority and approaches to initiating partnerships for New Zealand exporters. It will evaluate perceptions of psychic distance between New Zealand and select export markets and compare this to a psychic distance index and current trade data.
This study has made an attempt to assess the degree of competition (or market structure) in
Nepalese commercial banking. For the purpose, both of structural (n-bank concentration ratio and
Herfindahl-Hirschman Index) and non-structural measures (Panzar-Rosse H-statistics) have been
used. Data of ten years have been abstracted from various sources for the analysis purpose. Study
shows that the market structure of Nepalese commercial banks is characterized by the
monopolistic competition. Further, it is observed that the banks other than government owned and
joint-venture banks have been facing highest degree of competition where as joint-venture
commercial banks face lowest degree of competition. Finally, the study suggested that the degree
of competition among government owned, joint-venture and other Nepalese commercial banks
slightly vary but overall market structure of all set of banks have the feature of monopolistic
competition.
Published on NRB Economic Review
ECO 365 MART Wonderful Education--eco365mart.comJaseetha20
FOR MORE CLASSES VISIT
www.eco365mart.com
1 During the winter break, Sam decides to go for a skiing vacation in Aspen instead of taking piano lessons. The opportunity cost of the skiing vacation is the: cost of accommodation
An analysis of the determinants of business growth in ghanaAlexander Decker
This document summarizes a study that analyzed the determinants of business growth in Wa Municipal, Ghana. The study used questionnaires and interviews of 100 business owners to examine the relationship between business size and factors like gender, record keeping, age of business owner, education level, and age of the business. The results found that business age and record keeping had statistically significant impacts on business size, with older businesses and better record keeping correlated with larger size. However, gender, education level, and age of owner did not significantly influence business size. The study aims to help inform policies to encourage business startups and support their long-term survival.
The Avaya 9611G IP Telephone features a 2.8 x 2.1 inch color display, eight programmable buttons with dual LEDs, four soft keys, and a four-way navigation cluster. It has a built-in full duplex speakerphone, supports up to three 12 or 24 button expansion modules, and is powered via 802.3af PoE or a local PoE injector. Compatibility includes H.323 support on Avaya Communication Manager 3.1.4 or earlier and SIP support on Avaya Communication Manager 6.0 with Avaya Aura Session Manager 6.0 or Avaya Midsize Business Template 5.2.1.
This document discusses transforming the customer journey through an omni-channel approach. It emphasizes uncovering customer intent through data to create connected physical and digital experiences. It also stresses the need for continuous improvement and adapting to changing customer behaviors and technologies by maintaining aligned priorities, willingness to change, strong feedback systems, and continuous improvement among all partners involved in the customer journey.
Università degli Studi di Macerata
Dipartimento di economia e diritto
Corso di laurea in economia, finanza e mercati
INSEGNAMENTO DI INFORMATICA – A.A. 2015-16
MODULO 18 –> Il sistema operativo
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In a single sentence, it pitches the idea of using Haiku Deck to easily create and publish online presentations.
Este documento describe el entorno personal de aprendizaje (PLE) de un estudiante, el cual consta principalmente de tres redes sociales (WhatsApp, Facebook e Instagram) que utiliza para compartir detalles de su vida diaria, trabajo, estudios y deportes con otros. También usa herramientas como Google Drive para trabajar de forma colaborativa, correo electrónico para comunicarse de manera más formal, y Dropbox, Skype y YouTube como recursos complementarios.
The document discusses re-architecting marketing strategies due to changes in consumer behavior and technology. It recommends that marketers focus on talent, agility, and data/technology. Specifically, it advises having the right talent and providing education, recruiting partners, setting clear metrics. Marketers should also be agile to adapt to competition and trends, and leverage big data and technology while respecting consumers' privacy. The overall goal is to create positive brand experiences for consumers.
El comando move permite mover archivos de un directorio a otro. Su sintaxis es "move [/Y] <origen> <destino>", donde /Y evita que pida confirmación al reemplazar archivos en el directorio de destino con nombres iguales. Después de ejecutar move, se debe verificar que la carpeta haya sido movida al directorio objetivo.
The FLEG II Program is working to establish a new forest sanctuary in the Tavush region of northern Armenia. A previous study found rich biodiversity in the area, including several endangered species. The proposed sanctuary would consolidate three existing sanctuaries to improve conservation efforts. It aims to protect biodiversity, support sustainable development of nearby communities, and promote ecotourism to improve local livelihoods. Progress is being made towards officially establishing the new sanctuary.
Breve explicación sobre la Product Launch Formula de Jeff Walker y análisis de tres libros publicados en Kindle como productos frontales para captar clientes.
Mapping the Customer's Journey - The Road to SuccessGainsight
The document discusses customer journey mapping. It describes a presentation where Mari Bentvelzen of Simply Measured discusses how she improved her company's customer experience and success through developing a customer journey map. Jeremy Goldsmith of Return Path then discusses customer journey mapping as a process to understand a customer's experience by mapping their interactions and touchpoints with a company. Key steps in the customer journey mapping process include mapping the basic experience, evaluating customer attitudes, focusing on important moments, adding detail, and brainstorming improvements.
The analysis found a statistically significant relationship between a more diverse leadership and better financial performance. The companies in the top quartile of gender diversity were 15 percent more likely to have financial returns that were above their national industry median. Companies in the top quartile of racial/ethnic diversity
were 30 percent more likely to have financial returns above their national industry median. Companies in the bottom quartile for both gender and ethnicity/race were statistically less likely to achieve above-average financial returns than the average companies in the dataset
WP_WhatPhysiciansWant_2014-2015_BL_WP_00120140514Betsy Lane
This survey of 245 physicians found that an increasing majority now want more traditional pharmaceutical sales representatives visiting them. For primary care physicians, over 50% now want more visits from primary care representatives, the first time a majority have indicated this preference. Physicians also want more specialty representatives and various types of nontraditional representatives. However, they expect representatives to bring high-quality information, including clinical studies and evidence-based medicine. Physicians want helpful disease and product websites as well as virtual and on-demand information, sampling, and support. Their top priority is helping patients access needed medicines and supporting patients, so they want communication and information provided in convenient, focused, and easy-to-use formats.
This survey of 245 physicians found that an increasing majority now want more traditional pharmaceutical sales representatives visiting them. For primary care physicians, over 50% now want more visits from primary care representatives, the first time a majority have indicated this preference. Physicians also want more specialty representatives and various types of nontraditional representatives. However, they expect representatives to bring high-quality information, including clinical studies and evidence-based medicine. Physicians want helpful disease and product websites as well as virtual and on-demand information, sampling, and support. Their top priority is helping patients access needed medicines and supporting patients, so representatives must communicate effectively to serve these patient-focused needs.
This document is a literature review and introduction to a research paper analyzing the economic, political, and social impacts of global offshoring. It provides background on the history and evolution of offshoring, beginning in the 1980s when companies opened factories in low-cost countries like India, China, and Mexico. While offshoring increased profits, it also decreased domestic employment. Current challenges include differing impacts on developing and developed countries, with developed countries facing job losses and lower tax revenue and developing countries gaining jobs but not always economic benefits. The research aims to analyze these impacts and potential solutions through qualitative and quantitative research methods.
Recruiting Retaining a Competitive WorkforceMark AJ Smith
This document discusses recruiting and retaining a competitive workforce in the pharmaceutical, biotechnology, and medical devices industries in Europe. It finds that 4 out of 5 organizations plan to bolster their workforces in the next year to meet commercial objectives like increasing market share. Key growth areas for recruiting include quality assurance, regulatory affairs, sales and marketing, and research and development. However, the available talent pool has decreased for some organizations despite high employee confidence and willingness to change jobs in previous years. Both permanent and contract hiring are common strategies to build flexible workforces.
Brand preference of nepalese customer in pharmaceutial productsAnshu Dahal
The document provides a summary of the pharmaceutical industry in Nepal, including its importance to the economy and challenges it faces. It reviews literature on various topics related to pharmaceutical marketing, branding, and intellectual property. It discusses factors to consider in pharmaceutical marketing like laws, culture, and media research. It also examines issues around patents, access to medicines, and incentives for research and development. Recommendations include focusing research on new drug uses and delivery, generics, and contract manufacturing to increase access and competitiveness.
Università degli Studi di Macerata
Dipartimento di economia e diritto
Corso di laurea in economia, finanza e mercati
INSEGNAMENTO DI INFORMATICA – A.A. 2015-16
MODULO 18 –> Il sistema operativo
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In a single sentence, it pitches the idea of using Haiku Deck to easily create and publish online presentations.
Este documento describe el entorno personal de aprendizaje (PLE) de un estudiante, el cual consta principalmente de tres redes sociales (WhatsApp, Facebook e Instagram) que utiliza para compartir detalles de su vida diaria, trabajo, estudios y deportes con otros. También usa herramientas como Google Drive para trabajar de forma colaborativa, correo electrónico para comunicarse de manera más formal, y Dropbox, Skype y YouTube como recursos complementarios.
The document discusses re-architecting marketing strategies due to changes in consumer behavior and technology. It recommends that marketers focus on talent, agility, and data/technology. Specifically, it advises having the right talent and providing education, recruiting partners, setting clear metrics. Marketers should also be agile to adapt to competition and trends, and leverage big data and technology while respecting consumers' privacy. The overall goal is to create positive brand experiences for consumers.
El comando move permite mover archivos de un directorio a otro. Su sintaxis es "move [/Y] <origen> <destino>", donde /Y evita que pida confirmación al reemplazar archivos en el directorio de destino con nombres iguales. Después de ejecutar move, se debe verificar que la carpeta haya sido movida al directorio objetivo.
The FLEG II Program is working to establish a new forest sanctuary in the Tavush region of northern Armenia. A previous study found rich biodiversity in the area, including several endangered species. The proposed sanctuary would consolidate three existing sanctuaries to improve conservation efforts. It aims to protect biodiversity, support sustainable development of nearby communities, and promote ecotourism to improve local livelihoods. Progress is being made towards officially establishing the new sanctuary.
Breve explicación sobre la Product Launch Formula de Jeff Walker y análisis de tres libros publicados en Kindle como productos frontales para captar clientes.
Mapping the Customer's Journey - The Road to SuccessGainsight
The document discusses customer journey mapping. It describes a presentation where Mari Bentvelzen of Simply Measured discusses how she improved her company's customer experience and success through developing a customer journey map. Jeremy Goldsmith of Return Path then discusses customer journey mapping as a process to understand a customer's experience by mapping their interactions and touchpoints with a company. Key steps in the customer journey mapping process include mapping the basic experience, evaluating customer attitudes, focusing on important moments, adding detail, and brainstorming improvements.
The analysis found a statistically significant relationship between a more diverse leadership and better financial performance. The companies in the top quartile of gender diversity were 15 percent more likely to have financial returns that were above their national industry median. Companies in the top quartile of racial/ethnic diversity
were 30 percent more likely to have financial returns above their national industry median. Companies in the bottom quartile for both gender and ethnicity/race were statistically less likely to achieve above-average financial returns than the average companies in the dataset
WP_WhatPhysiciansWant_2014-2015_BL_WP_00120140514Betsy Lane
This survey of 245 physicians found that an increasing majority now want more traditional pharmaceutical sales representatives visiting them. For primary care physicians, over 50% now want more visits from primary care representatives, the first time a majority have indicated this preference. Physicians also want more specialty representatives and various types of nontraditional representatives. However, they expect representatives to bring high-quality information, including clinical studies and evidence-based medicine. Physicians want helpful disease and product websites as well as virtual and on-demand information, sampling, and support. Their top priority is helping patients access needed medicines and supporting patients, so they want communication and information provided in convenient, focused, and easy-to-use formats.
This survey of 245 physicians found that an increasing majority now want more traditional pharmaceutical sales representatives visiting them. For primary care physicians, over 50% now want more visits from primary care representatives, the first time a majority have indicated this preference. Physicians also want more specialty representatives and various types of nontraditional representatives. However, they expect representatives to bring high-quality information, including clinical studies and evidence-based medicine. Physicians want helpful disease and product websites as well as virtual and on-demand information, sampling, and support. Their top priority is helping patients access needed medicines and supporting patients, so representatives must communicate effectively to serve these patient-focused needs.
This document is a literature review and introduction to a research paper analyzing the economic, political, and social impacts of global offshoring. It provides background on the history and evolution of offshoring, beginning in the 1980s when companies opened factories in low-cost countries like India, China, and Mexico. While offshoring increased profits, it also decreased domestic employment. Current challenges include differing impacts on developing and developed countries, with developed countries facing job losses and lower tax revenue and developing countries gaining jobs but not always economic benefits. The research aims to analyze these impacts and potential solutions through qualitative and quantitative research methods.
Recruiting Retaining a Competitive WorkforceMark AJ Smith
This document discusses recruiting and retaining a competitive workforce in the pharmaceutical, biotechnology, and medical devices industries in Europe. It finds that 4 out of 5 organizations plan to bolster their workforces in the next year to meet commercial objectives like increasing market share. Key growth areas for recruiting include quality assurance, regulatory affairs, sales and marketing, and research and development. However, the available talent pool has decreased for some organizations despite high employee confidence and willingness to change jobs in previous years. Both permanent and contract hiring are common strategies to build flexible workforces.
Brand preference of nepalese customer in pharmaceutial productsAnshu Dahal
The document provides a summary of the pharmaceutical industry in Nepal, including its importance to the economy and challenges it faces. It reviews literature on various topics related to pharmaceutical marketing, branding, and intellectual property. It discusses factors to consider in pharmaceutical marketing like laws, culture, and media research. It also examines issues around patents, access to medicines, and incentives for research and development. Recommendations include focusing research on new drug uses and delivery, generics, and contract manufacturing to increase access and competitiveness.
This document provides an introduction and overview of a study on the financial performance analysis of Thulasi Pharmacies India Pvt Ltd. It begins with an acknowledgement section and table of contents. Chapter 1 introduces the company, providing its profile, mission, vision, services offered, and details on camps and social activities. The introduction establishes Thulasi as a leading pharmacy chain in South India with over 50 branches and an annual turnover of over 130 crores.
Human resource management homework helproman nnelson
This document provides information about purchasing homework help and exam solutions for a Human Resource Management course from an online company called finishedexams.com. It advertises that the site provides immediate access to full course solutions, exams, and homework without needing to register. It also rates the site highly and says solutions are available without registration. The document then provides an example homework question regarding price elasticity of demand and elasticity calculations for pencils. It says that the economist and market researcher conducting the study were actually industrial spies attempting to cause problems. The summary concludes by asking the reader to click a link to view the entire page.
Human resource management homework helpandrey_milev
This document provides information about purchasing homework help and exam solutions for a Human Resource Management course from an online company called finishedexams.com. It advertises that the site provides immediate access to full course solutions, exams, and homework without needing to register. It also rates the site highly and says solutions are available without registration. The document then provides an example homework question about calculating price elasticity for pencils and a scenario where the economists providing the analysis were actually industrial spies aiming to cause trouble. It asks which statement about scarcity is true and provides multiple choice answers. Finally, it mentions that clicking on the document would show the entire page of content.
Human resource management homework helproman nnelson
This document provides information about purchasing homework help and exam solutions for a Human Resource Management course from an online company called finishedexams.com. It advertises that the site provides immediate access to full course solutions, exams, and homework without needing to register. It also rates the site highly and says solutions are available without registration. The document then provides an example homework question regarding price elasticity of demand and elasticity calculations for pencils. It says that the economist and market researcher conducting the study were actually industrial spies attempting to cause problems. The summary concludes by asking the reader to click a link to view the entire page.
Business Administration CapstoneBUS499The External Environme.docxjasoninnes20
Business Administration Capstone
BUS499
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
Welcome to the Business Administration Capstone.
In this lesson we will discuss the external environment: opportunities, threats, industry competition, and competitor analysis.
Please go to the next slide.
Objectives
Upon completion of this lesson, you will be able to:
Identify how the six segments of the general environment affects an industry and its firms
Identify the five forces of competition that impacts an industry
Analyze the external environment for opportunities and threats that impact the firm
When you complete this lesson you will be able to:
Identify how the six segments of the general environment affects an industry and its firms;
Identify the five forces of competition; and
Analyze the external environment for opportunities and threats that impact the firm.
Please go to the next slide.
Supporting Topics
The General, Industry, and Competitive Environments
External Environment Analysis
Segments of the General Environment
Industry Environment Analysis
Interpreting Industry Analysis
Strategic Groups
Competitor Analysis
Ethical Considerations
In order to achieve this objective, the following supporting topics will be covered:
The general, industry, and competitive environments;
External environment analysis;
Segments of the general environment;
Industry environment analysis;
Interpreting industry analysis;
Strategic groups;
Competitor analysis; and
Ethical considerations.
Please go to the next slide.
General, Industry, and Competitor Environments
Six Dimensions of Environmental Segments
An integrated understanding of the external and internal environments is essential for firms to understand the present and predict the future. As shown on the figure on the slide, a firm’s external environment is divided into three major categories: the general, industry, and competitor environments.
The general environment is composed of dimensions in the broader society that influence an industry and the firms within it. We group these dimensions into six environmental segments:
Demographic;
Economic;
Political/legal;
Sociocultural;
Technological, and
Global.
The industry environment is the set of factors that directly influences a firm and its competitive actions and competitive responses:
The threat of new entrants;
The power of suppliers;
The power of buyers;
The threat of product substitutes; and
The intensity of rivalry among competitors.
How companies gather and interpret information about their competitors is called competitor analysis. Understanding the firm’s competitor environment complements the insights provided by studying the general and industry environments.
Please go to the next slide.
External Environmental Analysis
Opportunities
Threats
Scanning
Monitoring
Forecasting
Assessing
Most firms face external environments that are highly turbulent, comp ...
This document provides an overview of Colgate-Palmolive (India) Ltd, including:
- It is a 51% subsidiary of Colgate-Palmolive Company USA and leads the Indian toothpaste market with 54.2% value market share.
- The company has shown consistent sales, profit, and dividend growth over the years despite some downturns.
- Colgate innovates oral care products and educates consumers on oral hygiene through various programs and initiatives.
- The document discusses the FMCG industry and oral care sector in India which presents opportunities for growth.
The document provides results from the 2015 Edelman Trust Barometer, an annual survey that measures trust in institutions. Some key findings:
- Trust declined slightly in business, media, and NGOs from 2014 to 2015 among the informed public in 27 countries surveyed. Government saw a small trust increase.
- Trust was lower among the general online population versus the informed public, with an average 3 point decrease in trust across countries.
- Trust in media declined the most, with 60% of countries now distrusting media. Trust in technology-based industries also declined.
- Developing country multinationals faced more challenges in trust than those from developed countries. However, developing countries were more open to
The Edelman Trust Barometer 2015 Global & Indonesia ResultsEdelman Indonesia
This optimism was captured in the results of this year’s Edelman Trust Barometer. This is the firm’s 15th annual global trust and credibility survey and the 7th year it has been conducted in Indonesia. The survey looks at trust across business, government, media and NGOs. The research surveyed 1,000 people from the general public in Indonesia, plus an additional 200 ‘informed public’ (top quartile income, college educated and self-identifying as active media consumers); as part of the overall 33,000 people surveyed in 27 countries.
11.financial analysis of selected pharmaceutical companies in bangladeshAlexander Decker
This document analyzes the financial performance of selected pharmaceutical companies in Bangladesh over a three year period from 2005-2006 to 2007-2008. It uses ratio analysis and multivariate discriminate analysis to evaluate the companies' profitability, liquidity, solvency, activity, and risk of bankruptcy. The study finds that most of the pharmaceutical companies' profitability, liquidity position, financial position, and performance are not strong. Reasons for this include inefficient financial management, lack of realistic goals, strict government regulation, and increased costs. The financial performance of the industry needs improvement. Appropriate authorities should address the problems to strengthen the industry.
Similar to Preference of FSC-Certified Paper in Georgia (20)
The document summarizes the key results and activities of the FLEG II Country Program in Armenia from 2013 to 2016. It discusses priority areas including improving forest law and policy, building human capacity, increasing public awareness, strengthening sustainable forest management, and improving FLEG planning and monitoring. Key results included establishing public monitoring of forests to empower citizens to protect forests, training volunteers, using satellite imagery, and generating media attention. The program also introduced briquetting to reduce fuelwood consumption and donated efficient stoves. An exit strategy is to transition to a forest landscape restoration approach building on FLEG successes.
The document summarizes the 4th Steering Committee Meeting held in Brussels, Belgium on December 12-13, 2016. It provides an overview of Azerbaijan's country presentation, including key priority areas from 2013 to 2016 such as developing a young foresters' movement and strengthening staff capacity in the forest sector. It also outlines key results achieved in areas like sustainable forest management, training programs, and climate change adaptation. Ideas for future initiatives are presented, such as restoring forest landscapes and introducing information technologies to support forest management and monitoring.
Belarus' country priorities from 2013-2016 included updating forest policy and legislation, optimizing forest management systems, improving forestry training, and forest communication strategies. Key results included supporting strategic planning reforms through 2030, passing a new Forestry Code in 2016, and improving timber tracking systems. Forest managers participated in study tours and workshops on sustainable practices. FLEG helped introduce dialogue and new economic opportunities for rural communities based on forests. FLEG-supported policies will regulate ongoing forest management and strengthen international cooperation.
1) The document summarizes key results from Georgia's FLEG II Program from 2013-2016, including drafting a new Forest Code, developing supporting legislation, and building capacity of government institutions and forest users.
2) The program supported sustainable forest management practices through developing sustainable forest management plans, facilitating natural regeneration, and establishing a protected area. It also increased public awareness through educational activities.
3) A success story highlighted a video contest winner that depicted program objectives simply. Another success was reaching an agreement to manage the forests of Tusheti Protected Landscape locally, though it presented challenges of an unprecedented institutional setup and capacity building needs.
The 4th Steering Committee Meeting covered Moldova's priority areas in forest law enforcement and governance (FLEG) from 2013 to 2016. Key results included reforms to Moldova's forest institutional structure based on FLEG data, expanded forested areas, and development of a wood traceability system. Capacity building efforts trained local stakeholders in sustainable forest management. Outreach increased public awareness of FLEG through media coverage and educational events. An exit strategy was discussed to sustain FLEG progress through existing agencies like Moldsilva and projects from the World Bank and IUCN.
The document summarizes key results from Russia's participation in the FLEG II program from 2013 to 2016. The priority areas included improving FLEG planning and monitoring, building human resource capacity, facilitating actions by forest companies, safeguarding community rights, and increasing transparency. Key results included developing modular education programs, publishing recommendations to improve regulations, conducting surveys of suppliers to the EU market, and preparing maps and assessments of sustainable forest management. The exit strategy focused on delegating activities, transferring products, institutionalizing processes, and finding alternative funding. The program engaged stakeholders across Russia and in neighboring countries.
The 4th Steering Committee Meeting for Ukraine's country presentation summarized key results from 2013 to 2016 under the FLEG-2 Program. Priority areas included supporting forest policy and strategy dialogue, improving forest law enforcement and governance, and increasing transparency and public awareness. Despite challenges, the program team maintained priorities of reforming the forest sector. Key results included analytical works that informed legislative reforms, increased awareness of forest issues, and trainings on topics like GIS and forest management. An exit strategy aims to continue efforts through working groups, experts on committees, and NGO partnerships to further reforms and ensure sustainability of the FLEG-2 Program's initiatives.
The members of the "FLEG II Program - Complementary Measures for Georgia and Armenia" met in Armenia to discuss progress and plan future activities. The meeting reviewed recommendations from the main FLEG II program and the mid-term review. Country representatives from Armenia and Georgia presented updates and work plans for the coming year. The meeting approved the country work plans with some modifications. The program will continue supporting forestry policy development, sustainable forest management, and capacity building in Armenia and Georgia.
International experience in development of timber tracking systemsENPI FLEG
The document provides an overview of timber tracking systems used internationally. It describes systems used in several tropical timber exporting countries as well as some European countries. For the tropical countries, it outlines timber tracking systems that are state-mandated and aim to monitor timber flows from harvest to processing. These systems use a mix of individual log identification methods like tagging alongside balance-based monitoring of timber volumes. The systems described aim to establish oversight and legality across international supply chains for timber trade.
Analysis of legislation and practice of hunting in some EU countriesENPI FLEG
This document provides a summary of the legal hunting framework in EU countries. Key points include:
1) Hunting is primarily regulated by the EU Birds Directive (1979) and Habitats Directive (1992) which member states must comply with.
2) International conventions like CITES, CMS, and the Bern Convention also influence hunting policy.
3) The EU has established guidelines for sustainable hunting practices and collects hunting statistics to monitor bird populations.
4) Sustainable hunting is supported through the Natura 2000 protected areas network, involving hunters in habitat and species management.
Download the Latest OSHA 10 Answers PDF : oyetrade.comNarendra Jayas
Latest OSHA 10 Test Question and Answers PDF for Construction and General Industry Exam.
Download the full set of 390 MCQ type question and answers - https://www.oyetrade.com/OSHA-10-Answers-2021.php
To Help OSHA 10 trainees to pass their pre-test and post-test we have prepared set of 390 question and answers called OSHA 10 Answers in downloadable PDF format. The OSHA 10 Answers question bank is prepared by our in-house highly experienced safety professionals and trainers. The OSHA 10 Answers document consists of 390 MCQ type question and answers updated for year 2024 exams.
Trichogramma spp. is an efficient egg parasitoids that potentially assist to manage the insect-pests from the field condition by parasiting the host eggs. To mass culture this egg parasitoids effectively, we need to culture another stored grain pest- Rice Meal Moth (Corcyra Cephalonica). After rearing this pest, the eggs of Corcyra will carry the potential Trichogramma spp., which is an Hymenopteran Wasp. The detailed Methodologies of rearing both Corcyra Cephalonica and Trichogramma spp. have described on this ppt.
Monitor indicators of genetic diversity from space using Earth Observation dataSpatial Genetics
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1. Georgian Opinion Research Business International (GORBI)
Tbilisi 2015
Preference of FSC-
Certified Paper in
Georgia
This publication has been produced with the assistance of the European Union. The content, findings, interpretations, and
conclusions of this publication are the sole responsibility of the FLEG II (ENPI East) Programme Team (www.enpi -fleg.org) and can
in no way be taken to reflect the views of the European Union. The views expressed do not necessarily reflect those of the
Implementing Organizations.
2. 2
Table of Contents
1 INTRODUCTION AND METHODOLOGY .......................................................................................3
2 SUMMARY OF KEY FINDINGS ...................................................................................................4
2.1 Key findings ................................................................................................................................ 4
3 SAMPLE DESCRIPTION ............................................................................................................5
4 DETAILS OF THE ANALYSIS .....................................................................................................7
4.1 Introduction to analysis ............................................................................................................... 7
4.2 Questions about paper use (B1-B4) ........................................................................................... 7
4.3 Average order amounts (B5-B7)............................................................................................... 12
4.4 Questions about FSC-certified paper (B8-B15)..................................................................... 22
4.5 Estimated price – willingness to pay (B16-20B) ....................................................................... 27
4.6 Environmental Policies (B21-B25)............................................................................................ 28
3. 3
1 INTRODUCTION AND METHODOLOGY
The aim of the study was to reveal the willingness of paper-consuming companies and
organizations to purchase FSC-certified paper. The survey also contained an informational
component as all the respondents were provided with information about FSC-certified paper.
Respondents were also asked if they agreed to be contacted regarding FSC-products.
Of the 147 entities contacted by GORBI (Georgia Opinion Research Business International), 102
agreed to be surveyed. The fieldwork was conducted by GORBI’s professional field staff. A total of 11
interviewers participated in the fieldwork which was carried out from the 9th
to the 30th
of January,
2015. Only five of the interviews were conducted over the phone. All remaining interviews were
conducted face-to-face.
Our target entities were large organizations and companies operating in Georgia which are
substantial consumers of paper products. This included domestic and international organizations,
both public and private. The initial list of target companies, provided by WWF, contained 43 large
organizations. The types of organizations that were targeted included supermarkets, banks,
distributors, fast food restaurants, publishing houses, advertising companies, government ministries,
state agencies, and NGOs.
We used the snowball methodology for selecting the remaining eligible companies. This means
that at the end of each interview we asked respondents to recommend other companies or
organizations operating on Georgian territory that are also heavy consumers of paper. Using this
method we built up the sample size to 102 entities.
Within each organization our target respondent was the individual responsible (i.e., the decision
maker) for purchasing paper in the company. All governmental (public) organizations and a few large
private companies, however, procure their paper via tender announcements.
It is important to remember that these results are not based on a statistically representative
sample. Thus, we cannot make claims about the entire population of paper consuming companies
and organizations in Georgia. Rather, these data give us an idea of the consumption patterns of a
large number of organizations in Georgia and their willingness to adopt, or at least consider adopting,
FSC-certified products.
4. 4
2 SUMMARY OF KEY FINDINGS
2.1 KEY FINDINGS
Georgian organizations have an extremely low awareness of FSC-certified products. Without
prompting, only 13 of the 102 organizations surveyed were aware of the FSC certification. Of these
13 organizations, just 5 reported using FSC paper. Interestingly, and perhaps unsurprisingly, all 5 of
these organizations have policies that give preference to FSC-certified products.
While there is a low level of awareness of the FSC certification, our data indicate that there is
interest in the certification. Only a handful of organizations said that they would not be interested in
purchasing FSC-certified paper if it was comparably priced with non-FSC paper. Understandably, the
price of FSC-certified products will appear to have a large effect on an organizations willingness to
purchase them.
In order to create an estimate of a price range of a box of FSC-certified A4 paper, we asked
questions that allowed us to create a van Westerndorp price sensitivity meter. Our data indicate that
the ideal price range for a box of A4 paper should be between 25 and 37 GEL. Because this range is
very close to the price range of a box of non-FSC A4 paper, this result similarly confirms that
organizations are very sensitive to price.
5. 5
3 SAMPLE DESCRIPTION
The following tables describe the sample of 102 companies and organizations that were
interviewed. As the six tables show, the sample is comprised of a diverse collection of operating legal
statuses, annual turnover, and number of employees. Again, it is important to note that this sample in
no way should be treated as a scientific sample that accurately reflects the entire universe of paper
consuming companies and organizations. Thus, these organization demographics might not be
representative of all paper consuming organizations in Georgia. The sample provides a good
indication of general paper consuming trends among the surveyed organizations.
The overwhelming majority of our interviews were conducted in the headquarters of the
companies. Only 5 organizations were interviewed by phone. Only 28 of these organizations had an
internationally-recognized quality certification. The remaining companies either didn’t have a
certification or they were unsure.
Is this the HQ of the company?
Yes 97
No 5
Total 102
Does this establishment have an
internationally-recognized quality
certification?
Don’t Know 18
Yes 28
No 45
Total 91
What is this firm's current legal
status?
LTD 55
Shareholding company with non-
traded shares or shares traded
26
Non-governmental non-profit
entity
8
Governmental organization 6
LEPL 5
Sole proprietorship 2
Total 102
What is the annual
turnover/budget of your
company/organization?
Refused to answer 5
Less than 3 million Lari 16
3 to 4 million Lari 34
Over 4 million Lari 47
Total 102
Approximately half of the companies surveyed had a yearly turnover (or budget) of over 4 million
Georgian Lari, with another third having a turnover of between 3 and 4 million Lari. Five companies,
however, refused to report their figures.
A majority of the organizations surveyed, 57 in total, are 100% privately owned. On the other end
of the spectrum, 27 organizations were entirely public. The remaining companies, as can be seen in
the table below, were a combination of private and public. The number of employees (full-time and
part-time) at the companies we interviewed varied greatly. While 21 organizations have less than 25
6. 6
employees, 14 organizations had over one-thousand employees. Approximately half of the
organizations were larger than 100 employees.
What percentage of this firm is owned
by private domestic individuals,
companies?
Don’t Know 8
0 27
2 1
5 2
6 2
10 1
50 3
80 1
100 57
Total 102
How many employees work in your
company (full-time and part-time)?
Less than 25 21
25-50 9
51-75 12
76-100 11
100-250 20
251-500 8
500-1000 7
1001+ 14
Total 102
7. 7
4 DETAILS OF THE ANALYSIS
4.1 INTRODUCTION TO ANALYSIS
This section of the report analyzes each question of the survey. The majority of these
tables are simply tabulations that present the raw results from each question. Unless
otherwise noted, the sample size for each question is 102 companies.
4.2 QUESTIONS ABOUT PAPER USE (B1-B4)
Table 1
Who makes the decision in your company about the purchase
of paper?
I do (respondent) 100
Somebody else 2
Total 102
Table 2
Do you procure paper for all of your locations?
Does not apply (COMPANY HAS ONLY ONE
LOCATION) 40
Yes, for all the locations 41
No, I make decisions only for the current location 21
Total 102
Almost all of the individuals interviewed in our sample are the very people who control the
purchase of paper for their organization (Table 1). Overwhelmingly, this was the only individual who
makes paper purchases for the company (either because he or she is the only purchaser or because
the company has only a single location). Thus, we can be more confident that our sample really does
represent the opinions of those individuals who exert significant influence on paper purchases.
Table 3
What kind of paper does your company use and
purchase?
Office paper for printing A4 97
Toilet paper 88
Napkins 84
Office paper for printing A3 29
Packing paper 25
Wrapping paper 5
Coated paper 3
Cash ribbon 2
Toilet hygiene pads - dispenser 2
Pampers, hygiene products 1
Cardboard paper 1
Newspaper paper 1
8. 8
What kind of paper does your company use and
purchase?
Chrome paper 1
Offset paper 1
A5 1
A1 1
Test liner and Fluting paper 1
A great variety of paper types are ordered by the companies in our sample (Table 3).
Respondents were not limited in the number of choices they could report and, thus, the number is
higher than the number of companies. As is clearly seen in the table, nearly all companies purchase
and use A4 office paper (nearly 97%). Toilet paper and napkins, unsurprisingly, are the next two most
frequently purchased paper products in our sample with well-over 80% of respondents reporting that
they purchase such products. Around a quarter of respondents further reported purchasing packing
and A3 printing paper. All remaining types of paper were much less frequently purchased and merit
no discussion.
Table 3a
Type of Paper Used and Purchased (by organization size)
Number of orgs
in category
A4 A3 Packing
Toilet
Paper
Napkins
less than 25 21 19 7 1 16 16
25 to 100 32 29 9 7 27 26
more than 100 47 47 12 16 44 41
Paper purchases are fairly equally distributed across organization size (Table 3a). A4 paper,
as we saw above, is purchased by nearly all the organizations in our sample. A3 paper, however,
appears to be more frequently bought by smaller organizations; only about 25% of organizations with
more than 100 employees purchase A3 paper, but around a third of companies with less than 25
employees purchase A3 paper. Unsurprisingly, packing paper is more likely to be purchased by larger
organizations and companies.
Table 4
Which brand do you usually purchase for A4 FORMAT OFFICE PAPER?
Brand 1 Brand 2
Double A 49 3
Save 8
Copy Power 7
Navigator 6 1
Hi Plus 4 1
Paper Line 3
Lower price 3
DK 3
Excellent Copy 2
Ultra 1
9. 9
Which brand do you usually purchase for A4 FORMAT OFFICE PAPER?
Copy Laser Paper 1 4
Sano 1
Tryon 1
Save 1
April 1 1
Print Copy 1
Matrix 1
Spectra 1 1
Different brands (provided by company that won
tender) 1
ZAOR 1
Laser Spam 1
Paper One 1
Xerox Business 1
Total 97 15
Unquestionably, the most common brand of A4 paper purchased is “Double A.” Table 4 shows
that over 50% of companies that reported purchasing A4 paper buy “Double A” (49 out of 97
companies). The second most popular brand “Save” is far behind with only 8 organizations reporting
they purchase this brand of A4 paper. The second column (brand 2) indicates that the majority of
organizations tend to purchase only a single brand of paper, as only 15 respondents bothered to
mention a second brand.
A3 paper, unsurprisingly, is much less frequently purchased than A4 paper. Table 5 below
displays results for purchases of A3 paper. Once again, the most popular brand by far is “Double A,”
which according to our data, is the first choice purchased by over half of the surveyed organizations
(16 out of 29 organizations). All remaining brands were mentioned only once or twice.
Table 6 displays commonly purchased toilet paper brands. One brand, Selpak, appears to
dominate, comprising about a third of all organizations. The second most popular brand, Obukhov, is
only purchased by 10% of respondents (9 of 88 organizations). Beyond these two companies, there
is a great deal of other brands purchased by just one or two organizations.
Table 5
Which brand do you purchase as usual for A3 FORMAT OFFICE
PAPER?
Brand 1 Brand 2
Double A 16 1
Don’t Know 4
Copy Laser Paper 2 1
April 2
Hi Plus 1
Lower price 1
Excellent Copy 1
Print Copy 1
10. 10
Navigator 1 1
Total 29 3
Table 6
Which brand do you purchase as usual for TOILET PAPER?
Brand 1 Brand 2
Selpak 30 1
Don’t Know 17 1
Obukhov 9 3
Maintenance company provides itself 7
Tork 4
Papia 3 4
Zewa 3
Beghura 2
Mini Jambo Universal 2 1
Cleantech 2
Vidiji (VDG) 2
Kimberly Clark 1
Lower price 1
Solo 1 1
Elfi 1
Moda Line 1
Litex 1
Johnson diversey 1
Eco 1
Total 88 12
Table 7
Which brand do you purchase as usual for NAPKINS?
Brand 1 Brand 2
Selpak 32
Don’t Know 16
Maintenance company provides itself 7
Tork 4
Sano 3
Eco 3 1
Zoma 3
Beghura 2
Zewa 2
Elfi 2
Vidiji (VDG) 2
11. 11
Which brand do you purchase as usual for NAPKINS?
Kimberly Clark 1
Lower price 1 1
Solo 1 1
Advance 1
Cleantech 1
Moda Line 1
Litex 1
Gut und gunstig 1
Papia 3
Total 84 6
Napkins purchases, just like purchases of toilet paper, are dominated by Selpak (Table 7). Of
the 84 organizations who reported purchasing napkins, nearly 40% purchase Selpak (38 of 84
organizations). Other brands, as the table indicates, are not frequently purchased.
Only five organizations reported that they purchase wrapping paper (Table 8). Of these five,
however, only a single organization knew the name of the brand they purchase.
Table 8
Which brand do you purchase as usual for WRAPPING
PAPER?
Brand
Don’t Know 4
Vontens papir 1
Total 5
Table 9
Which brand do you purchase as usual for PACKING PAPER?
Brand 1 Brand 2
Don’t Know 18
Gofra tara 2
Ostal sam Balaci 1
Lower price 1
Leitz 1
Muratli 1
Egemi 1
Sharavandi 1
Total 25 1
Table 9 above shows the most common brands of packing paper purchased by the organizations
surveyed. The overwhelming majority of organizations did not know the brand of packing paper they
12. 12
purchase. In fact, only 7 of the 25 organizations (28%) declaring that they purchase packing paper
were able to report the brand name.
When asked about the brands that they purchase for “other kinds of paper,” the majority of
respondents were unsure (Table 10). Only 5 of the 15 respondents reported a brand name. However,
no brand was reported more than a single time.
Table 10
Which brand do you purchase as usual for OTHER KIND OF
PAPER?
Brand 1 Brand 2
Don’t Know 10 1
Kimberly Clark 1
April 1
Zewa 1
Muratli 1
Billitasha 1
Total 15 1
4.3 AVERAGE ORDER AMOUNTS (B5-B7)
Table 11 through Table 16 indicate the size of the orders the organizations make. Each individual
table is organized by type of unit (shaded in grey). Finally, each major table (e.g. Table 11) is
accompanied by a secondary table (e.g. Table 11b) that indicates the amount in GEL of each order.
Thus, for example, in Table 11 we can see that 14 organizations buy between 5-9 boxes of A4 paper
per order. In total, 88 organizations buy paper in boxes (the TOTAL for “Box”), while 97 organizations
buy A4 paper (GRAND TOTAL).
There is some difficulty in interpreting these results because of the many different types of
measurement by which paper is sold. Thus, in one table there can exist three or four different
measurement types that cannot easily be compared. However, these tables do provide an idea of
both the types and amounts of paper purchased and consumed.
Table 11
During the year how much A4 FORMAT OFFICE PAPER do you purchase on
average per order?
Type of unit Amount Number of orgs.
Refuse to answer
TOTAL 2
Box
less than 2 10
2 to 4 12
5 to 9 14
10 to 19 15
20 to 49 15
13. 13
During the year how much A4 FORMAT OFFICE PAPER do you purchase on
average per order?
50 to 99 6
100 to 499 11
500 to 999 3
1000+ 2
TOTAL 88
Pack
less than 2 0
2 to 4 0
5 to 9 1
10 to 19 0
20 to 49 0
50 to 99 0
100 to 499 2
500 to 999 2
1000+ 2
TOTAL 7
GRAND
TOTAL 97
Most organizations prefer to buy A4 paper by the box, as opposed to packs. However, this is
only true as long at the amount of paper being purchased is relatively small: if the number of units to
be purchased is 500 or larger, then boxes or packs appear to be equally preferred. In general, it can
be said that the overwhelming majority of our sample chooses to purchase A4 paper by the box.
Table 11b
On average, what is the amount you spend per
order? (GEL)
Don't Purchase 5
Refuse to answer 12
0 to 50 10
50 to 99 8
100 to 199 13
200 to 399 14
400 to 599 8
600 to 999 6
1000 to 1999 8
2000 to 3999 7
4000 to 6999 4
7000 to 9999 2
10000 to 14999 1
15000 + 4
14. 14
TOTAL 102
There is large variation in the amount spent per order on A4 paper. This is unsurprising given
the large variation in organization size and business types in our sample. However, over 70% of our
sample spent 1000 GEL or less on each order. The mean value of each order is 12,260 GEL while
the median value of each order is just 350 GEL. The large mean is due to a few extremely large
outliers.
In comparison to A4, A3 paper is much less frequently purchased (Table 12). Less than a third
of the companies interviewed reported purchasing A3 paper. These purchases were also significantly
smaller than purchases of A4 paper, with the largest order comprising only 25 boxes (in contrast to
the two organizations that ordered more 1000 boxes of A4 paper). Relatedly, the average amount
spent on each order of A3 paper was much less than the amount spent on A4 paper. None of the
organizations spent more than a 1000 GEL on single order. The mean order value is 135 GEL, while
the median order value is 55 GEL.
Table 12
During the year, how much A3 FORMAT OFFICE PAPER do you purchase
on average per order?
Type of unit Amount ordered Number of orgs.
Refuse to answer
TOTAL 2
Box
1 5
2 4
3 2
4 2
5 2
10 1
15 1
25 1
TOTAL 18
Unit
20 1
TOTAL 1
Pack
1 1
2 5
3 1
15 1
TOTAL 8
GRAND TOTAL 29
15. 15
Table 12b
On average, what is the amount you spend per
order? (GEL)
Don't Purchase 73
Refuse to answer 7
0 to 50 11
50 to 99 1
100 to 199 1
200 to 399 8
400 to 599 1
TOTAL 102
In our sample, wrapping paper was very infrequently purchased (Table 13). Only 5 companies
reported purchasing wrapping paper. It is hard to make a conclusion about the average order amount
because 2 of the 5 companies refused to answer and a third reported that they spent 0 GEL per order.
Table 13
During the year how much WRAPPING PAPER do you purchase on average per
order?
Type of unit
Amount
ordered
Number of
orgs.
Refuse to answer
TOTAL 1
Unit
2000 1
TOTAL 1
Kilogram
100 1
150 1
TOTAL 2
Roll
TOTAL 1
GRAND TOTAL 5
Table 13a
On average, what is the amount you spend per
order? (GEL)
Don't Purchase 97
Refuse to answer 2
0 1
98 1
450 1
TOTAL 102
16. 16
In contrast to wrapping paper, packing paper is much more frequently purchased. A total of 25
companies reported purchasing packaging paper, as can be seen in Table 14. There is extremely
large variation in the amount ordered by each company: from a minimum of a single box to one-million
units. Likewise, of course, the amounts spent per order had a similarly large variation, from less than
50 GEL to more than 20,000 GEL. The mean amount spent on each order was 12,570 GEL, while the
media value was 285 GEL.
Table 14
During the year how much PACKING PAPER do you purchase on average per
order?
Type of unit Amount ordered
Number of
orgs.
Refused to answer
refused 2
TOTAL 2
Box
refused 1
1 1
2 1
5000 2
TOTAL 5
Unit
50 1
100 1
1000 1
1500 1
3000 1
50000 1
22000 1
50000 1
60000 1
70000 1
100000 1
1000000 1
TOTAL 12
Ton
15 1
TOTAL 1
Pack
5 1
10 1
50 1
17. 17
During the year how much PACKING PAPER do you purchase on average per
order?
TOTAL 3
Kilogram
100 1
150 1
TOTAL 2
GRAND TOTAL 25
Table 14a
On average, what is the amount you spend per
order? (GEL)
Don't Purchase 77
Refuse to answer 7
0 to 50 5
50 to 99 3
100 to 199 1
200 to 499 1
500 to 999 1
1000-4999 0
5000-9999 3
10000-19999 2
20000 + 2
TOTAL 102
Toilet paper (Table 15) and Napkins (Table 16) are very commonly purchased products by the
companies in our sample. As we can see in Table 15, toilet paper is purchased in many different types
of measurement, with no unit type dominating entirely. A small number of companies are ordering
very large amounts (1000+ units or packs) of toilet paper. Six organizations don’t purchase their own
toilet paper directly, but rely on a maintenance company.
Table 15
During the year how much TOILET PAPER do you purchase on average per order?
Type of unit Amount ordered Number of orgs.
RA
TOTAL 14
Box
0 3
0 to 4.99 8
5 to 9.99 2
10 to 19.99 1
20 to 49.99 1
TOTAL 15
18. 18
During the year how much TOILET PAPER do you purchase on average per order?
Unit
5 to 9.99 2
10 to 19.99 1
20 to 49.99 8
50 to 99.99 4
100 to 499.99 3
500 to 999.99 2
1000 + 1
TOTAL 21
Pack
0 1
0 to 4.99 9
5 to 9.99 3
10 to 19.99 9
20 to 49.99 2
50 to 99.99 2
100 to 499.99 2
500 to 999.99 0
1000 + 3
TOTAL 31
Kilogram
50 to 99.99 1
TOTAL 1
Maintenance company provides itself
50 to 99.99 6
TOTAL 6
GRAND TOTAL 88
The overwhelming majority of companies spend less than a 1000 GEL on toilet paper per order
(Table 15b). The mean order value was about 970 GEL and the median order value was around 100
GEL. However, as Table 15b indicates, a large number of companies refused to answer or said they
didn’t purchase and therefore, these values are based on only 55 companies.
19. 19
Table 15b
On average, what is the amount you spend per
order? (GEL)
Don't Purchase 14
Refuse to answer 33
0 to 50 18
50 to 99 11
100 to 199 10
200 to 399 4
400 to 599 1
600 to 999 6
1000 to 1999 2
2000 to 3999 1
4000 to 6999 0
7000 to 9999 0
10000 to 14999 1
15000 + 1
TOTAL 102
Table 16
During the year how much NAPKINS do you purchase on average per order?
Type of unit Amount ordered
Number of
orgs.
RA
refuse to
answer 11
TOTAL 11
Box
refuse to
answer 3
0 to 4.99 7
5 to 9.99 1
10 to 19.99 2
20 to 49.99 1
50 to 99.99 0
100 to 499.99 1
TOTAL 15
Unit
20. 20
During the year how much NAPKINS do you purchase on average per order?
refuse to
answer 0
0 to 4.99 0
5 to 9.99 2
10 to 19.99 4
20 to 49.99 8
50 to 99.99 3
100 to 499.99 3
500 to 999.99 2
1000 + 1
TOTAL 23
Pack
refuse to
answer 1
0 to 4.99 7
5 to 9.99 4
10 to 19.99 8
20 to 49.99 1
50 to 99.99 2
100 to 499.99 3
500 to 999.99 0
1000 + 2
TOTAL 28
Roll
50 to 99.99 1
TOTAL 1
Maintenance company provides itself
50 to 99.99 6
TOTAL 6
GRAND TOTAL 84
21. 21
Table 16b
On average, what is the amount you spend per
order? (GEL)
Don't Purchase 18
Refuse to answer 33
0 to 50 23
50 to 99 10
100 to 199 6
200 to 399 4
400 to 599 1
600 to 999 3
1000 to 1999 1
2000 to 3999 1
4000 to 6999 0
7000 to 9999 0
10000 to 14999 1
15000 + 1
TOTAL 102
Orders of napkins, just like toilet paper, exhibit a lot of variation across types of unit and the size
of the orders. Table 16 displays this variation showing that ordering sizes range from just a few packs
to over a thousand packs. Most order amounts are also relatively small; only four organizations
reported spending more than 1000 GEL on napkins per order. The mean amount spent per order of
napkins was 930 GEL and the median was 90 GEL. However, just as with the question regarding
toilet paper, a large number of companies refused to give an amount. These numbers, therefore, are
based on only 51 organizations.
Table 17
Other kind of purchased paper?
Type Number
Pampers, hygiene products 1
Cardboard paper 1
Newspaper paper 1
Chrome paper 1
Offset paper 1
Coated paper 3
Cash ribbon 2
Toilet hygiene pads - dispenser 2
A5 1
A1 1
Test liner and Fluting paper 1
TOTAL 15
22. 22
We also asked the organizations what other types of paper products they purchased. Their
answers are displayed in Table 17. Unsurprisingly, there is a lot of diversity as many of these products
are likely to be dependent on the type of business the company does. Of the eleven types of products
mentioned, only three (coated paper, cash ribbon, and hygiene pads) were mentioned more than
once.
Table 18
What factors impact your choice of
paper?
Office Paper Industrial Paper
Price 84 20
Environmental sustainability 58 21
Department/manager preference 43 16
It is what we have purchased in the past 31 14
Personal preference 31 5
Note 1: Number of respondents reporting ("most important")
Note 2: Industrial paper column contains results from only 29 respondents
When asked about the factors that impacted their choice of paper the respondents gave a
number of responses (Table 18). Respondents were asked to give each of the five factors a score
from 1 (very important) to 5 (not important). Table 18 reports the number of individuals rating each
category as “very important”. Because this is not a ranking, it is possible for a respondent to have
given both price and environmental sustainability a 1.
Regarding office paper, the most mentioned factor by far was price (84 of 102 companies).
Interestingly, environmental sustainability was the second most commonly mentioned factor with 58
organizations saying it was very important. The preferences of the department manager also appear
to play a significant role in many of the organizations.
The importance of price for industrial paper appears to be equal to environmental sustainability.
Of the 29 companies that reported purchasing industrial paper, 20 said that price was very important,
while 21 said that environmental sustainability was very important. This is an interesting contrast to
the respondents for office paper. Manager preference and past purchase history, however, still played
an important role in influencing paper choice.
4.4 QUESTIONS ABOUT FSC-CERTIFIED PAPER (B8-B15)
Table 19
Are you familiar with the FSC certification for paper
products?
Yes 13
No 89
TOTAL 102
23. 23
Table 19b
If yes, does your company consume FSC-certified paper
products?
Yes 5
No 8
TOTAL 13
Only a very small percentage of our sample is familiar with FSC-certification: only 13 of the
102 companies were familiar with the certification (Table 19). This is a particularly low level of
recognition, especially when considering that the respondents were comprised almost entirely of
those individuals who purchase paper for their respective organizations. Thus, these are the
individuals who should be most knowledgeable about the types of paper that are available to
purchase.
A related table, Table 19b, breaks down those individuals who say that they are familiar with
the FSC-certification. Thus, while 13 individuals say they are familiar with the certification, only 5
organizations consume FSC paper. We can conclude, therefore, that FSC paper is very rarely
purchased in Georgia: less than 5% of the sample consumes FSC paper. Moreover, Table 19b
demonstrates that knowledge about the certification is even lower than Table 19 indicates; over a
third of organizations (5 of 13) that know about FSC paper are purchasers of FSC paper. Thus,
knowledge about FSC products among individuals who purchase paper in Georgia is extremely low.
Table 20
Please provide an estimate of how much FSC-certified material your company
consumes annually
Type of unit Amount ordered Number of orgs.
A4 Office Paper
Box
4 1
12 1
5000 1
Unit
25000 1
A3 Office Paper
Box
4 1
Unit
15000 1
Toilet Paper
24. 24
Please provide an estimate of how much FSC-certified material your company
consumes annually
Box
4 1
5 1
Napkins
Box
5 1
Coated Paper
Ton
1000 1
A breakdown of the type and amount of FSC paper consumed by the five organizations that
reported consuming FSC products can be seen in Table 20. As can be seen, these organizations
purchase multiple-FSC products since a total of 10 items were recorded. Interestingly, four of the five
companies purchase FSC-certified A4 paper. It is important to remember, however, that one has to
be cautious about drawing conclusions from such a small sample.
Table 21 below indicates whether or not a company has a policy for giving preference to FSC-
certified products. 5 organizations indicated that they do have such policies in place. These are the
very same 5 companies that also reported to purchasing FSC-certified products. Thus, the only
organizations in our sample that buy FSC products are organizations that have a specific company
policy giving preference to such products.
Table 21
Does your company have a policy for giving preference to FSC-certified
material?
Yes 5
No 0
Total 5
If an organization reported that they were not familiar with FSC-certified products (Table 19), then
they were read a short piece of information about FSC paper. After this prompting they were then
asked again if they were actually familiar with the certification. Only five individuals reported that they
did in fact know what FSC-certified paper was (Table 22). It is, of course, impossible to know if this
represents the true number, or if respondents simply reported that they knew in order to appear
knowledgeable.
25. 25
Table 22
Did the respondent remember about FSC-certified paper after
prompting?
Yes, I know 5
No, I don't know 84
TOTAL 89
Table 23
Please name the source of information you've heard about the FSC
paper from?
TV 2
Radio 1
Word of mouth 5
I don't remember 1
Via Internet 7
Via catalogue 1
From foreign suppliers 1
I work in this field 2
Organizations that reported that they were familiar with FSC products were then asked where
they had heard about FSC products. The results are displayed in Table 23. Via the internet and word
of mouth were the most common responses. Although these numbers are small in the aggregate, 7
and 5 respectively, due to the small number of companies familiar with FSC-certified products in
general, they represent a large portion of organizations familiar with FSC-certified products: around
half of companies that are familiar with the FSC-certified paper know about it because of the internet
(Table 19 reported that 13 companies are familiar with the FSC certification).
Table 24
Do you know which paper suppliers in Georgia sell FSC-certified
paper?
Yes 5
No 13
TOTAL 18
There is almost no knowledge about where to purchase FSC-certified paper in Tbilisi. Only
those companies that use FSC-certified paper reported knowing a supplier that sells FSC-certified
paper (Table 24). All the other respondents that reported awareness of FSC-certified products did not
know the names of possible suppliers. The names of the three suppliers can be seen in Table 25
below.
26. 26
Table 25
Please name the paper suppliers in Georgia which sell FSC-certified
paper?
Format 3
Vesta 1
LTD "Decor" 1
TOTAL 5
Table 26
Would you be willing to purchase FSC-certified paper if the prices of
certified products were the same as uncertified ones?
Yes 69
No 5
Don't Know 28
TOTAL 102
Despite the lack of knowledge about the FSC-certification, there does appear to be interest in
FSC-certified products. Table 26 indicates the level of this interest: only 5 out of the 102 companies
said that they would not be interested in purchasing FSC-certified products at prices competitive with
uncertified products. The fact that a quarter reported “don’t know” indicates that they are likely
unfamiliar with how the quality of FSC-certified products compares with the non-certified products that
they are currently using.
When compared with Table 26, there is an increase in the number of organizations saying “No.”
This is possibly due to the sensitivity surrounding price, which is not mentioned in the question in
Table 27. Yet, still about half of the respondents said they would be willing to pay for FSC-certified
products if provided a list of suppliers.
Table 27
Would your company be willing to pay for FSC-certified paper if your
company was provided with a ready list of suppliers of FSC-certified
paper?
Yes 46
No 29
Don’t Know 27
Total 102
27. 27
Table 28
Would your company be willing to pay for FSC-certified paper if your
company was provided with training sessions in order to increase paper
efficiency free of charge?
Yes 41
No 29
Don't Know 32
Total 102
As indicated in Table 28, there appears to be fairly strong interest in free training sessions to
increase paper efficiency. Only around a third of the organizations (29 of 102) said they were
uninterested in such training sessions. Around 40% said they would be willing, with the remainder
stating that they didn’t know.
4.5 ESTIMATED PRICE – WILLINGNESS TO PAY (B16-20B)
The van Westerndorp price sensitivity meter is a commonly used technique to estimate the
possible price range of a product in the marketplace. The measure is based on four survey questions
concerning product price and quality. The results can be graphed and interpreted.
Questions B16-B19 of the survey were used to construct a van Westerndorp meter for a box of
A4 printer paper. Respondents were told that the average price of a box of A4 paper was 35 GEL and
then were asked the four following questions:
1) At what price would you consider this a good deal?
0
10
20
30
40
50
60
70
80
90
100
24.9 37.1
0 10 20 30 40 50 60
price
1) (Not) a good deal 2) Still worth considering
3) Too expensive 4) Too cheap
A4 box of paper
van Westerndorp Price Sensitivity Meter
28. 28
2) At what price would it start to get expensive, but still be worth considering?
3) At what price would it be too expensive to consider?
4) At what price would it be so cheap you’d doubt its quality?
The results to the four questions are then graphed with price on the horizontal axis (x-axis) and
the cumulative percent of responses on the vertical axis (y-axis). Two of the cumulative percentages,
questions 1 and 2, are inversed. Thus, for example, line 1 graphs the cumulative percent of
respondents at each price point reporting “not a good deal”. As the price increases, a larger and larger
cumulative percent says that the price is “not a bargain.” At a price of 15 GEL, 100% of respondents
said that a box of A4 FSC-certified paper would be a good deal. At a price of 30 GEL, approximately
46% of respondents said that FSC-certified paper would be a good deal (54%, other the other hand,
say “not a good deal”. This is where line 1 crosses the 30 GEL point). Finally, at a price of 40 GEL,
100% of respondents said that FSC-certified products would not be a good deal.
Line 4, on the other hand, moves in the opposite direction because it asks “At what price would it
be so cheap you’d doubt its quality?” Thus, as the price increases, a smaller percentage of individuals
are likely to doubt the quality. (Ours results show that if the product was free, 100% of respondents
would doubt its quality. At a price of $30, no one doubts the quality.)
When the cumulative percentages of responses to these four questions are graphed, the points
of intersection can give an estimate of a possible price range for the product. The van Westerndorp
Price Sensitivity Measure says that the intersections of lines 1 and 4 produce an estimate of a low-
end price. This value in the graph above is 24.9 GEL. The high end of the price range is found at the
intersection of lines 2 and 3. In the graph above, this value was found to be 37.1 GEL. Thus, the
optimal price range for FSC-certified paper, as measured by the van Westerndorp Price Sensitive
Meter, is between 24.9 GEL and 37.1 GEL.
While the van Westerndorp Price Sensitivity Measure is a commonly used metric in market
research, its results need to be interpreted cautiously. Many factors can influence an individual’s
willingness to pay for a product. For example, in our sample some organizations might stress price
over quality or vice-versa. Thus, while these results can give some insight as to possible market prices
for FSC-certified A4 paper, the price range should not be seen as definitive. This is particularly true if
many of these buyers have price constraints imposed by their organizations.
4.6 ENVIRONMENTAL POLICIES (B21-B25)
Just under a quarter of the organizations in our sample (23 of 102) said that organizations have a
formal environmental policy. Significantly, an even larger number of organizations reported that they
didn’t know (26 of 102). This likely means that the companies do not have such a policy or, if they do,
it does not have a significant impact on the organization operates.
29. 29
Table 29
Has your company formally adopted environmental
policies?
Yes 23
No 53
Don't Know 26
Total 102
Table 30
What kinds of areas are affected by the policies?
Total
Mentioned
first
Mentioned
second
Mentioned
third
Mentioned
fourth
Mentioned
fifth
Protection of
environment 11 8 2 1
Natural resources 3 3
Eco system 3 2 1
Paper processing 3 3
Climate change 2 2
Re-cultivation of
forests 2 1 1
Environment
protection
management 1 1
Energy 1 1
Construction 1 1
Quality of product 1 1
Reduction of CO2 1 1
Cleaning the city
adjacent areas 1 1
Hazardous waste
disposal 1 1
Eco loans, green
funding 1 1
Let's reduce paper
consumption 1 1
Installation of waste
containment
equipment and filters 1 1
Let's switch to the
electronic system 1 1
Waste management 1 1
Don't Know 4 4
TOTAL 40 23 9 5 2 1
The 23 companies that reported having a formal environmental policy listed a diverse range of
areas that are covered by the policy. The results can be seen in Table 30 above. The question allowed
30. 30
the respondent to report up to five policies in an open-ended format and, thus, a large variety of
responses were recorded. The most commonly reported response was a very vague “protect the
environment;” over a quarter of all respondents mentioned this as their first choice and over a third as
their second choice. Specific environmental policies were much less frequently mentioned.
Table 31
If your company has not formally adopted environmental policies, do
you believe they would be willing to do so?
Yes 44
No 5
Don’t Know 30
TOTAL 79
Of the 79 organizations that reported not having (or not knowing about) company environmental
policies, only 5 mentioned that their company would not be willing to implement such policies. The
majority (44 from 79) stated that their organization might be willing to adopt certain policies towards
the environment.
Table 32
Would you be interested in learning more about your paper purchasing
options?
Yes 91
No 11
Total 102
Table 33
The WWF might be interested in getting in touch with you as the
potential buyer of FSC products. Would you agree to us providing them
with your contact information?
Yes 68
No 34
Total 102
The majority of companies (91 of 102) unsurprisingly said that they would be interested in learning
more about their paper purchasing options. However, only 68 agreed to be contacted by WWF
regarding FSC products.
31. 31
About FLEG II (ENPI East) Program
The Forest Law Enforcement and Governance (FLEG) II European Neighbourhood and Partnership Instrument
(ENPI) East Countries Program supports participating countries’ forest governance. At the regional level, the
Program aims to implement the 2005 St. Petersburg FLEG Ministerial Declaration and support countries to commit
to a time-bound action plan; at the national level the Program will review or revise forest sector policies and legal
and administrative structures; and improve knowledge of and support for sustainable forest management and good
forest governance in the participating countries, and at the sub-national (local) level the Program will test and
demonstrate best practices for sustainable forest management and the feasibility of improved forest governance
practices at the field-level on a pilot basis. Participating countries include Armenia, Azerbaijan, Belarus, Georgia,
Moldova, Russia, and Ukraine. The Program is funded by the European Union.
http://www.enpi-fleg.org
Project Partner
EUROPEAN COMMISSION
The European Union is the world’s largest donor of official development assistance.
EuropeAid Development and Cooperation, a Directorate General of the European
Commission, is responsible for designing European development policy and delivering aid
throughout the world. EuropeAid delivers aid through a set of financial instruments with a
focus on ensuring the quality of EU aid and its effectiveness. An active and proactive player
in the development field, EuropeAid promotes good governance, human and economic
development and tackle universal issues, such as fighting hunger and preserving natural
resources.
http://ec.europa.eu/index_en.htm
WORLD BANK
The World Bank Group is one of the world’s largest sources of knowledge and funding for
its 188 member-countries. The organizations that make up the World Bank Group are
owned by the governments of member nations, which have the ultimate decision-making
power within the organizations on all matters, including policy, financial or membership
issues. The World Bank Group comprises five closely associated institutions: the
International Bank for Reconstruction and Development (IBRD) and the International
Development Association (IDA), which together form the World Bank; the International
Finance Corporation (IFC); the Multilateral Investment Guarantee Agency (MIGA); and the
International Centre for Settlement of Investment Disputes (ICSID). Each institution plays
a distinct role in the World Bank Group’s mission to end extreme poverty by decreasing
the percentage of people living on less than $1.25 a day to no more than 3 percent, and
promote shared prosperity by fostering the income growth of the bottom 40 percent for
every country. For additional information please visit:
http://www.worldbank.org, http://www.ifc.org, http://www.miga.org
IUCN
IUCN, International Union for Conservation of Nature, helps the world find pragmatic
solutions to our most pressing environment and development challenges. IUCN’s work
focuses on valuing and conserving nature, ensuring effective and equitable governance of
its use, and deploying nature-based solutions to global challenges in climate, food and
development. IUCN supports scientific research, manages field projects all over the world,
and brings governments, NGOs, the UN and companies together to develop policy, laws
and best practice. IUCN is the world’s oldest and largest global environmental
organisation, with more than 1,200 government and NGO members and almost 11,000
volunteer experts in some 160 countries. IUCN’s work is supported by over 1,000 staff in
45 offices and hundreds of partners in public, NGO and private sectors around the world.
www.iucn.org
WWF
WWF is one of the world’s largest and most respected independent conservation
organizations, with almost 5 million supporters and a global network active in over 100
countries. WWF’s mission is to stop the degradation of the planet’s natural environment
and to build a future in which humans live in harmony with nature, by conserving the world’s
biological diversity, ensuring that the use of renewable natural resources is sustainable,
and promoting the reduction of pollution and wasteful consumption.
www.panda.org