1. Clorox partnered with the Sierra Club in 2008 to launch its GreenWorks line of natural cleaning products.
2. The partnership was successful for both organizations - it helped boost GreenWorks sales and market share while also generating income for the Sierra Club.
3. The partnership introduced more environmentally-friendly cleaning options to consumers and increased competition in the green cleaning product market, helping drive down prices while raising awareness about sustainable products.
Here are a few key arguments against relying solely on individual action to address environmental issues like climate change:
1. Structural issues require structural solutions. Problems like climate change are caused by large-scale social and economic systems, not individual behaviors. Even significant individual actions will not address the root systemic causes. Collective action and policy changes are needed.
2. Individual actions can distract from systemic change. A focus on individual green behaviors takes attention and pressure away from pushing for regulations and policies that big corporations and governments need to implement.
3. Individual actions are not enough due to scale of problems. The level and speed of reductions needed to mitigate climate change are too massive for individual actions alone. Voluntary individual actions will not drive
Clorox is facing issues with consumers misunderstanding their products as being chemically harmful. To address this, Clorox has launched a "Greenworks" line of natural cleaning products. The document proposes national advertising campaigns and a line extension to further promote Clorox as a safe and environmentally-friendly brand to change consumer perceptions.
How to change the world - Wind of Change at Major Corporationsimpact100EFG
This document summarizes the sustainability efforts of several major corporations, including Walmart, Nike, Disney, Coca-Cola, Accenture, and Interface Carpet. It describes how each company identified key sustainability challenges and implemented ambitious goals and innovative solutions to make their operations and supply chains more environmentally friendly. For example, Walmart set a goal of using 100% renewable energy and eliminating waste from its stores, while Nike and Interface Carpet redesigned their products to be fully recyclable and reuse materials.
Green marketing involves promoting environmentally friendly products and reducing a business's environmental impact. Some techniques include eco-labels, green campaigns, and using sustainable materials and processes. Many companies profiled implement initiatives like reducing waste and emissions, increasing recycling and renewable energy use, and developing more eco-friendly products. However, greenwashing, where companies overstate their environmental efforts, is a risk. While green marketing can help the environment and lower costs, high prices and low consumer awareness in India pose challenges to its popularity there.
BasuraCero is a company that tackles hard-to-recycle plastics by transforming them into useful products. They work with companies that produce plastic waste and transform that waste into products those companies can use, helping to solve the plastic pollution problem and create environmental awareness. If they win $50,000, they will use the investment to meet their growing needs as the company expands.
Clorox is considering how to expand its market share through sustainable brands like Brita while addressing corporate social responsibility. Its key brands focused on sustainability - Brita, Burt's Bees, and Green Works - currently make up only 10% of sales. Clorox must determine whether to invest more heavily in these brands or focus resources on larger, more established brands. Expanding Brita's product lines while promoting Clorox's commitment to sustainability through PR partnerships is identified as the best alternative to drive growth and improve brand image.
Sun., Oct. 31, 2010 - At the Big “R” Show
Green Marketing - Make it Your Business
This panel discussion provided insight on how remanufacturers and distributors can use “green” marketing as a means to maximize company profits by establishing corporate goodwill and promote a company’s green product and services.
Tom Marx discussed how to incorporate a “Green” marketing strategy. Scott Stolberg of AAEQ provided perspectives on how he transformed AAEQ into a leading green company through strategic green marketing initiatives. And Keith Patridge of McAllen Economic Development Corporation discussed their “Green Campaign” successes which promotes remanufacturing and product reuse on the border of Texas and Mexico.
Here are a few key arguments against relying solely on individual action to address environmental issues like climate change:
1. Structural issues require structural solutions. Problems like climate change are caused by large-scale social and economic systems, not individual behaviors. Even significant individual actions will not address the root systemic causes. Collective action and policy changes are needed.
2. Individual actions can distract from systemic change. A focus on individual green behaviors takes attention and pressure away from pushing for regulations and policies that big corporations and governments need to implement.
3. Individual actions are not enough due to scale of problems. The level and speed of reductions needed to mitigate climate change are too massive for individual actions alone. Voluntary individual actions will not drive
Clorox is facing issues with consumers misunderstanding their products as being chemically harmful. To address this, Clorox has launched a "Greenworks" line of natural cleaning products. The document proposes national advertising campaigns and a line extension to further promote Clorox as a safe and environmentally-friendly brand to change consumer perceptions.
How to change the world - Wind of Change at Major Corporationsimpact100EFG
This document summarizes the sustainability efforts of several major corporations, including Walmart, Nike, Disney, Coca-Cola, Accenture, and Interface Carpet. It describes how each company identified key sustainability challenges and implemented ambitious goals and innovative solutions to make their operations and supply chains more environmentally friendly. For example, Walmart set a goal of using 100% renewable energy and eliminating waste from its stores, while Nike and Interface Carpet redesigned their products to be fully recyclable and reuse materials.
Green marketing involves promoting environmentally friendly products and reducing a business's environmental impact. Some techniques include eco-labels, green campaigns, and using sustainable materials and processes. Many companies profiled implement initiatives like reducing waste and emissions, increasing recycling and renewable energy use, and developing more eco-friendly products. However, greenwashing, where companies overstate their environmental efforts, is a risk. While green marketing can help the environment and lower costs, high prices and low consumer awareness in India pose challenges to its popularity there.
BasuraCero is a company that tackles hard-to-recycle plastics by transforming them into useful products. They work with companies that produce plastic waste and transform that waste into products those companies can use, helping to solve the plastic pollution problem and create environmental awareness. If they win $50,000, they will use the investment to meet their growing needs as the company expands.
Clorox is considering how to expand its market share through sustainable brands like Brita while addressing corporate social responsibility. Its key brands focused on sustainability - Brita, Burt's Bees, and Green Works - currently make up only 10% of sales. Clorox must determine whether to invest more heavily in these brands or focus resources on larger, more established brands. Expanding Brita's product lines while promoting Clorox's commitment to sustainability through PR partnerships is identified as the best alternative to drive growth and improve brand image.
Sun., Oct. 31, 2010 - At the Big “R” Show
Green Marketing - Make it Your Business
This panel discussion provided insight on how remanufacturers and distributors can use “green” marketing as a means to maximize company profits by establishing corporate goodwill and promote a company’s green product and services.
Tom Marx discussed how to incorporate a “Green” marketing strategy. Scott Stolberg of AAEQ provided perspectives on how he transformed AAEQ into a leading green company through strategic green marketing initiatives. And Keith Patridge of McAllen Economic Development Corporation discussed their “Green Campaign” successes which promotes remanufacturing and product reuse on the border of Texas and Mexico.
Ahead of the marcus evans AmericaPack Summit 2022, Anthony Rossi discusses how adoption of reusable packaging is growing rapidly and why manufacturers need to rethink packaging.
This document discusses a case study of Coca-Cola India facing challenges in 2003 when their products were accused of containing pesticide residues above global standards. Coca-Cola India's brands were attacked in a press release by the Center for Science and Environment, which tested samples and found pesticide levels 30-36 times above standards. This caused problems for Coca-Cola's image and regaining consumer trust in India. The document analyzes alternatives for Coca-Cola, recommending collaboration with CSE combined with a PR campaign, as was successfully done in Belgium, to rebuild their reputation.
OgilvyEarth Webinar: From Greenwash to GreatOgilvy
This document summarizes a webinar presentation about avoiding "greenwash" in marketing. It provides a 3-step guide for moving from greenwash to effective green marketing: 1) Plan your approach by focusing on fundamentals and getting ahead of issues. 2) Develop communications with honesty, humility, and specific details. 3) Launch and commit for the long term by responding quickly to any issues and making a long-term commitment to sustainability. Examples are given from companies like Coca-Cola and Timberland that exemplify these principles.
Mainstream Green The 9 Rules By North 1231227359000658 1gueste76bac7
This document outlines 9 rules for popularizing purposeful products with mainstream consumers. It discusses how purpose-driven consumers have grown to a $228.9 billion market but challenges remain in appealing to all consumers. Specifically, it addresses the need to make environmental benefits more tangible and relatable to consumers who cannot see or feel impacts. It also cautions against "greenwashing" and advocates for transparency about corporate sustainability practices to build trust. Overall, the document argues that popularizing purpose will require communicating benefits in a way that prioritizes consumer convenience over ideological purity.
The document outlines steps companies can take to adopt greener practices and policies. It discusses communicating the business benefits of going green, developing and promoting more environmentally friendly products and services, assessing internal operations for sustainability opportunities, engaging employees and customers in green initiatives, and measuring the financial and brand impacts of these efforts. Successful company examples highlighted include Patagonia's Common Threads program and Cisco's One Million Acts of Green campaign.
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
green marketing definition, application, benefits,challenges of green marketing, examples of green marketing, green product features and characteristics. Evolution of green marketing, reasons for adopting green marketing, green marketing mix, advantages of green marketing, problems with application of green marketing. Key to successful green marketing, initiatives taken by various organization. reasons for adopting green marketing.
Returnable Plastics Ecosystem
Latin America’s first returnable plastics ecosystem which recycle and replaces
the 100 billion plastics products used in El-Salvador and Vietnam every year.
This is a multi-phased solution which leverages to incentivize the average consumer to follow better sorting habits (particularly sorting organic and in- organic waste separately), towards the goal of being able to extract valuable waste items from the value chain in a manner that leads to cost savings compared to the status quo methodologies.
1) Partnerships with
ecosystem
stakeholders
(corporations, and government)
2) Sophisticated
technology (computer vision, RFIDs/QR
codes, sensor, networks)
3) Business model
Innovation
(reward mechanism for good
sorting habits among consumers)
In every aspect of its environmentally friendly companies, from marketing to supply chain, IKEA is committed to sustainability, whether its efforts are directly visible to consumers or not.
How to fill existing gaps in current attempts at circular business models an...Sustainable Brands
This document summarizes an open discussion on filling existing gaps in current attempts at circular business models. It includes presentations and comments from representatives of Dell, Philips, TerraCycle, and Arizona State University on their companies' approaches to the circular economy. Key points discussed include Dell's closed-loop plastic supply chain, challenges with scaling circular models and redesigning products, and opportunities around reuse, upcycling, and recycling. TerraCycle's model for recycling traditionally non-recyclable waste through collection programs and transforming materials was also examined.
Green launching: 7 principles to Connect Growth & Sustainability Standard Deviation
This Earth day, we wanted to inspire more businesses to 'Green Launch’ and are releasing a toolkit to help entrepreneurs think of sustainability as a driver for growth rather than a complex nice-to-have.
Click here to download toolkit and workshop templates: https://standard-deviation.co/#green-launching
Join the conversation on Instagram @wedeviate
Green launching: 7 principles to Connect Growth & Sustainability Standard Deviation
This Earth day, we wanted to inspire more businesses to 'Green Launch’ and are releasing a toolkit to help entrepreneurs think of sustainability as a driver for growth rather than a complex nice-to-have.
Click here to download toolkit and workshop templates: https://standard-deviation.co/#green-launching
Join the conversation on Instagram @wedeviate
This document provides an overview of the growing issue of greenwash around the world. It discusses how greenwash claims are regulated differently in various countries, with the US, UK, Australia and France all having their own guidelines. It also analyzes data on complaints about greenwash claims to the UK Advertising Standards Authority, finding that complaints have increased significantly in recent years. Utilities, car companies and travel firms have been among the worst offenders. The document concludes that concerns about greenwash are widespread and the problem is becoming more complex globally.
Green marketing began in the 1980s when harmful products were identified and "green" alternatives were introduced, and it has grown as consumers become more environmentally conscious; it has evolved from an ecological focus on environmental problems to a sustainable approach considering economic and social impacts; green marketing strategies aim to reduce environmental impact throughout the product lifecycle from manufacturing to recycling and promote benefits like access to new markets and competitive advantages.
Green marketing refers to marketing products and services based on their environmental benefits. It involves developing products that minimize negative environmental impacts and improving environmental quality. Key aspects of green marketing include promoting environmental responsibility, using environmentally friendly production and packaging processes, and marketing products as environmentally friendly. While green marketing is growing in popularity, some challenges remain around consumer confusion regarding environmental claims and higher costs associated with green products.
Kimberly-Clark is an American corporation founded in 1872. It is a leading global manufacturer of tissue, personal care, and health care products. K-C has major brands like Kleenex and Scott and generates over $19 billion in annual revenue. The company has four global business units focused on personal care, consumer tissue, professional products, and health care. K-C's mission is to enhance health, hygiene, and well-being worldwide through innovative products and brands. Major competitors include Procter & Gamble, Georgia-Pacific, and Johnson & Johnson.
Corporate social responsibility (CSR) refers to operating a business in a manner that accounts for its social and environmental impacts. While companies initially took a defensive stance against CSR demands, over time firms realized CSR offers strategic advantages. Nike, for example, transformed from facing protests over labor issues to becoming a leader in progressive business practices. CSR models illustrate how companies develop over five stages from defensive to proactively addressing societal concerns. In India, the Companies Act of 2013 mandates that large companies spend 2% of profits on CSR activities. Firms implement CSR in areas like education, health, and environment to create goodwill while also benefiting communities.
Ahead of the marcus evans AmericaPack Summit 2022, Anthony Rossi discusses how adoption of reusable packaging is growing rapidly and why manufacturers need to rethink packaging.
This document discusses a case study of Coca-Cola India facing challenges in 2003 when their products were accused of containing pesticide residues above global standards. Coca-Cola India's brands were attacked in a press release by the Center for Science and Environment, which tested samples and found pesticide levels 30-36 times above standards. This caused problems for Coca-Cola's image and regaining consumer trust in India. The document analyzes alternatives for Coca-Cola, recommending collaboration with CSE combined with a PR campaign, as was successfully done in Belgium, to rebuild their reputation.
OgilvyEarth Webinar: From Greenwash to GreatOgilvy
This document summarizes a webinar presentation about avoiding "greenwash" in marketing. It provides a 3-step guide for moving from greenwash to effective green marketing: 1) Plan your approach by focusing on fundamentals and getting ahead of issues. 2) Develop communications with honesty, humility, and specific details. 3) Launch and commit for the long term by responding quickly to any issues and making a long-term commitment to sustainability. Examples are given from companies like Coca-Cola and Timberland that exemplify these principles.
Mainstream Green The 9 Rules By North 1231227359000658 1gueste76bac7
This document outlines 9 rules for popularizing purposeful products with mainstream consumers. It discusses how purpose-driven consumers have grown to a $228.9 billion market but challenges remain in appealing to all consumers. Specifically, it addresses the need to make environmental benefits more tangible and relatable to consumers who cannot see or feel impacts. It also cautions against "greenwashing" and advocates for transparency about corporate sustainability practices to build trust. Overall, the document argues that popularizing purpose will require communicating benefits in a way that prioritizes consumer convenience over ideological purity.
The document outlines steps companies can take to adopt greener practices and policies. It discusses communicating the business benefits of going green, developing and promoting more environmentally friendly products and services, assessing internal operations for sustainability opportunities, engaging employees and customers in green initiatives, and measuring the financial and brand impacts of these efforts. Successful company examples highlighted include Patagonia's Common Threads program and Cisco's One Million Acts of Green campaign.
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
green marketing definition, application, benefits,challenges of green marketing, examples of green marketing, green product features and characteristics. Evolution of green marketing, reasons for adopting green marketing, green marketing mix, advantages of green marketing, problems with application of green marketing. Key to successful green marketing, initiatives taken by various organization. reasons for adopting green marketing.
Returnable Plastics Ecosystem
Latin America’s first returnable plastics ecosystem which recycle and replaces
the 100 billion plastics products used in El-Salvador and Vietnam every year.
This is a multi-phased solution which leverages to incentivize the average consumer to follow better sorting habits (particularly sorting organic and in- organic waste separately), towards the goal of being able to extract valuable waste items from the value chain in a manner that leads to cost savings compared to the status quo methodologies.
1) Partnerships with
ecosystem
stakeholders
(corporations, and government)
2) Sophisticated
technology (computer vision, RFIDs/QR
codes, sensor, networks)
3) Business model
Innovation
(reward mechanism for good
sorting habits among consumers)
In every aspect of its environmentally friendly companies, from marketing to supply chain, IKEA is committed to sustainability, whether its efforts are directly visible to consumers or not.
How to fill existing gaps in current attempts at circular business models an...Sustainable Brands
This document summarizes an open discussion on filling existing gaps in current attempts at circular business models. It includes presentations and comments from representatives of Dell, Philips, TerraCycle, and Arizona State University on their companies' approaches to the circular economy. Key points discussed include Dell's closed-loop plastic supply chain, challenges with scaling circular models and redesigning products, and opportunities around reuse, upcycling, and recycling. TerraCycle's model for recycling traditionally non-recyclable waste through collection programs and transforming materials was also examined.
Green launching: 7 principles to Connect Growth & Sustainability Standard Deviation
This Earth day, we wanted to inspire more businesses to 'Green Launch’ and are releasing a toolkit to help entrepreneurs think of sustainability as a driver for growth rather than a complex nice-to-have.
Click here to download toolkit and workshop templates: https://standard-deviation.co/#green-launching
Join the conversation on Instagram @wedeviate
Green launching: 7 principles to Connect Growth & Sustainability Standard Deviation
This Earth day, we wanted to inspire more businesses to 'Green Launch’ and are releasing a toolkit to help entrepreneurs think of sustainability as a driver for growth rather than a complex nice-to-have.
Click here to download toolkit and workshop templates: https://standard-deviation.co/#green-launching
Join the conversation on Instagram @wedeviate
This document provides an overview of the growing issue of greenwash around the world. It discusses how greenwash claims are regulated differently in various countries, with the US, UK, Australia and France all having their own guidelines. It also analyzes data on complaints about greenwash claims to the UK Advertising Standards Authority, finding that complaints have increased significantly in recent years. Utilities, car companies and travel firms have been among the worst offenders. The document concludes that concerns about greenwash are widespread and the problem is becoming more complex globally.
Green marketing began in the 1980s when harmful products were identified and "green" alternatives were introduced, and it has grown as consumers become more environmentally conscious; it has evolved from an ecological focus on environmental problems to a sustainable approach considering economic and social impacts; green marketing strategies aim to reduce environmental impact throughout the product lifecycle from manufacturing to recycling and promote benefits like access to new markets and competitive advantages.
Green marketing refers to marketing products and services based on their environmental benefits. It involves developing products that minimize negative environmental impacts and improving environmental quality. Key aspects of green marketing include promoting environmental responsibility, using environmentally friendly production and packaging processes, and marketing products as environmentally friendly. While green marketing is growing in popularity, some challenges remain around consumer confusion regarding environmental claims and higher costs associated with green products.
Kimberly-Clark is an American corporation founded in 1872. It is a leading global manufacturer of tissue, personal care, and health care products. K-C has major brands like Kleenex and Scott and generates over $19 billion in annual revenue. The company has four global business units focused on personal care, consumer tissue, professional products, and health care. K-C's mission is to enhance health, hygiene, and well-being worldwide through innovative products and brands. Major competitors include Procter & Gamble, Georgia-Pacific, and Johnson & Johnson.
Corporate social responsibility (CSR) refers to operating a business in a manner that accounts for its social and environmental impacts. While companies initially took a defensive stance against CSR demands, over time firms realized CSR offers strategic advantages. Nike, for example, transformed from facing protests over labor issues to becoming a leader in progressive business practices. CSR models illustrate how companies develop over five stages from defensive to proactively addressing societal concerns. In India, the Companies Act of 2013 mandates that large companies spend 2% of profits on CSR activities. Firms implement CSR in areas like education, health, and environment to create goodwill while also benefiting communities.
1. Slide 1:
Why Greenworks?
Background (in :meline):
1995: Clorox chemists started experimen:ng the idea of a biodegradable plant and mineral-
based cleaning formula.
2004: Clorox accelrated when it iden:fed a por:on of the consumer market dubbed
“Chemical Avoiding Naturalists”, who wanted greener cleaners.
2006: Don Knauss installed as CEO, brought the effort to a head.
2008: GreenWorks was launched, represen:ng the company’s first internally develop brand
in 20 years.
So we can see, it’s always been Clorox’s true inten:ons to work for the beYer, more
environment-friendly, same as that it chose to curtail produc:ono rather than dilute its
product during Second World War, or the fact that it nullified the pre-war conotracts that
would’ve enabled Clorox to purchase scarce chlorine at prices unfair to suppliers during the
war.
Slide 2:
Why Partnering with Sierra Club?
Clorox need to do something to make people realise it’s not just a company with toxic
household chemicals, or that they were effec:ve biocides know to humanity. Therefore, In
addi:on to its own promo:on of the company’s image, it needs to partner with someone, to
endorse the product line. As there were no one with greater credibility – they were the
Good Housekeeping Seal of environmental groups.
Slide 3:
How did it work?
For Clorox: it worked well.
Early 2008: GreenWorks hit shelves.
1. During that year, sales of the GreenWorks line far expected Clorox’s expecta:ons and
captured 40% of the market for green cleaning products.
2. The Skyrocke:ng sales of GreenWorks products helped Clorox post posi:ve income figures
for its first fiscal quarter of 2009 (ending Sept. 30): 12% increase in revenues and 15%
increase in net income.
2. 3. GreenWorks sold $5 million of glass cleaner in the 365-day period that ended in Nov. 2,
2008, and that’s excluding Wal-Mart, club store and convenience store sales.
4. A product “cer:fied” by environmental experts would initrigue tradi:onal Clorox
customers, addi:onally, it would also aYract new, more environmentally friendly consumers
who might have a poor image of Clorox.
So we would consider, it worked successfully for Clorox.
Slide 4:
Now, is the partnership with Sierra Club necessary and successful?
Let’s define the no:on of “necessary and successful” in four dimensions:
1. Clorox; 5
2. Sierra; 5
3. Consumers; 6
4. Compe:tors; 7
5. Market; 8
6. Environment/society. 9
Slide 5:
So for Clorox, as we’ve analysed in the previous slide, it was a success. The company’s
reputa:on is now “greener”, the revenue has increased, the market share has been captured
(by 40%);
For Sierra:
In the short term, it is tas:ng the two sides of the coin (the coin being the partnership with
Clorox”.
Let’s talk about the Con’s first:
1. the Club risked its reputa:on and was unsure how its members would interpret the news;
2. some Club cons:tuents remained skijsh, and there were s:ll doubts about the
conclusion that “club leaders, board of directors and commiYee heads found no fault with
the products” as the approval process was flowed (according to Jessica Frohman, volunteer
co-chair of the club’s toxics commiYee: “people who serve on these commiYees are more
policy wonks than chemists”;
3. Mixed results: the club started having difficulty recrui:ng younger environmentalists and
the percentage of contributors who also became members started to decrease.
Pros:
1. It kept an undisclosed por:on of the product proceeds with Clorox, I’m sure anybody can
assume that income would help the club with it’s opera:on and management;
2. By working with Clorox, Sierra Club, unprecedentedly, created a marketplace that featured
the combina:on of “green home products can come from a company that normally people
would think it can’t be green”, that is, to combine a very well known cleaning brand with a
very green brand, it would seem internally controversial, yet, it can be perfectly logical;
3. 3. the Club’s ins:tu:onal knowledge was strengthened by Clorox as the laYer publicly
acknowldged that the partnership helps the company focus on sustainability efforts, as it
represents the industry, which plays an important role in environmental conoserva:on, so
the issue has not become the solu:on.
4. for item 3 in previous slide about the recruitment and decrease of members, the club had
a fine solu:on by pos:ng a webpage addressing why the partnership.
Slide 6:
For Consumers:
1. Exis:ng green products’ price went down.
Examples –
Seventh Genera:on: acknowledged in May 2009 by its CEO Chuck Maniscalco that “some
price cuts would be necessary”;
SC Johnson: enterned the green products market in 2009 with its Nature’s Source line, at a
low premium compared to tradi:onal products;
Church & Dwight: Released the Arm & Hammer Essen:als line of products in late 2006,
which worked as well as tradi:onal cleaners and saved consumers up to 25% when they buy
refills;
2. More green products means more viewers and buyers of such products, which will make
consumers more environment-aware.
Slide 7
Compe:tors such as the extant smaller firms Seventh Genera:on or Method (who actually
introduced green cleaners in 1987), DID NOT lose market share.
They were ini:ally concerned about Clorox’s entry into the market, but those concerns were
tamed when both companies saw increased sales.
Why?
Slide 8:
To the market:
It is a great thing!
It’s bringing more aYen:on and significant working capital to educa:ng Americans that you
can be green and effec:ve.
The pie isn’s divided yet by another kid. It’s made larger for more kids.
Case worth ci:ng: in May 2009, Chuck Maniscalo, took over as CEO of Seventh Genera:on,
and said the coompany liked the coompe::on brought on by players such as Greenworks
because “it’s crea:ng more market energy.”
放小饼被分,大饼被分
贴图(18、19 页)
Slide 9
4. To the environment/society:
1. To address the problems environmentally, we need to get more per:nent businesses
involved. And Clorox is doing just that, with the help of Sierra Club.
2. Companies and brands are taking ac:ons too:
Unilever: demonstrated some comiYment to environment management: 100% sustainable
sourcing of ingredients for several brands by 2015;
Several smaller companies pioneered green products in the gap ler by the giants in the early
years of growth in the market, and established strong environmental brands.
Summary:
Now it is apparent that the partnership was necessary and successful. It could have been the
buYerfly that fluYered the wing.