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The Ecological advantage thinking is a strong motivator and the foundation of the environmental perspective which helps companies confront the green challenges. However, this is just the preliminary stage. Companies need instruments to know where they are. They need a toolkit that helps them know their current status with regards to greening their company.
The authors called these companies which ride the green wave as the WaveRiders. These companies founded their own ecological advantage by reorienting how their organizations view the environment and its related issues. They considered the environment in their strategies. They used an environmental perspective to influence their new ways of strategizing their operations with their new environmental standards. As ingrained, their ecological advantage thinking naturally came at each business opportunity.
Hence, to actualize this mind set, the authors suggest that companies must look at the wider picture especially when they make green strategies and invest their resources to greening. They must see the optimum range of prospective rewards from their green investments and the enhanced value it brings to their companies. Their commitment to greening must be from top management down. They are engaged with greening and they take no for an answer. Thus, they will find ways to integrate greening with their operations. They will also look after their community status and continue to do the right about the environment.
Ecological advantage. These are:
Ecological tracking helps corporations define their environmental objectives and assess their progress towards sustainable production. This chapter discusses the how’s of eco tracking. It presents the present indicators that help corporations track and benchmark their environmental performance. There is no single, perfect group of indicators which subsume all the determinants of environmental performance which address the production problems and processes for the companies. Hence, they need to be integrated according to the goals and the need of the organization. Companies need to choose a set of indicators that aid them in gaining a better and a more complete grasp of the economic, environmental and social impacts of their business processes and operations, specifically their value chain and product life cycle.
Ecological tracking helps companies who want to go green answer basic and yet unique questions such as the following:
This is one of the most important chapters of the book, redesigning products, processes, and even whole value chains. This is the entry point towards achieving true environmental gains, reducing waste and increasing resource productivity. This is the way that companies will make fundamental changes that will affect their clients, services/products and suppliers. Design is crucial since so much of a product’s environmental impact is strongly established in the design stage.
Designing for environment has been a catch phrase in going green. Basically, it covers both the basic and the highly structured efforts in incorporating environmental issues i.e. product energy use in the design stage. It also includes the tools and the metrics which drive organizational behavior across the organization. Generally, it covers the whole value chain impact of the product, from supplier components to customer utility and disposal.
Ecological designing of interior spaces and whole buildings is also an integral part of redesigning the company. It is very useful because it reduces costs; improve workers’ productivity and attests to the companies’ environmental commitment. LEED is the most common method of gauging the greenness of a building. This is a rating system which certifies how green a building is. The supply chain is also redesigned to install quality but also to apply social and environmental standards.
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Culture must be inherent and it must be made by conscious effort and incentives to influence people’s attitudes about the environment. This chapter considers creating a corporate culture that promotes environmental consciousness as a “flywheel project.” They must use the right tools and execute the Green-to-Gold processes to strengthen the ecological thinking of the company.
WaveRiders use four basic culture-building tools:
The 13 common reasons environmental pitfalls are:
This chapter details the common environmental pitfalls when companies launch their green initiatives. This is to illustrate what other companies must not do or how they can avoid these classic mistakes. Companies must look at the larger picture and set out a broader environmental agenda than just making their products green. This is exemplified by Toyota when it made their energy efficient product, Prius. Thus, companies must study their markets well so as not to mistake it. They must not produce eco products that are not well intended for their customers. The integration of market expansion with environmental promotion should be the key. The essential features of the products should be carefully combined with the environmental pitch about it.
For instance, Toyota Prius is said to be powerful and technologically advanced. An added feature is its environmental friendliness. Companies must think and rethink solutions. The greater goal is breaking down the barriers between environmental and business strategy. Integrity is also an important ingredient in being green. Companies must find the baseline economic success in the long run for it to be environmentally stable. They must map out their stakeholders very carefully. Also, companies need to publicly declare their environmental agenda and actions. They must tell their story.
Companies that apply eco-efficient initiatives could save on energy costs while sustaining the environment. Several stakeholders, including the internal employees, financial markets and customers, are greatly demanding that business should be more environmentally conscious. Financial institutions are also starting to require that corporate performance must be considerate and compliant with environment standards and that their strategies should be able to manage environmental impact. Hence, companies are promoting innovations in being green or more environmental consciousness as they serve their markets in order to attract more customers.
To set their eco advantage agenda, companies employ the following:
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Ecological advantage is considered as a core strategy because of two reasons: first is because its strategic outcomes are based on scientific and evidenced data. Second, it is because the case for being green is getting stronger and it is sweeping the industries all over the world. Likewise, there is also a strong case for corporate environmentalism. WaveRiders or those companies that made profits by refining its business strategies with the integration of environmental care into their production exemplify this.
The companies were made to realize that even when their bottom line is important, they also need to be environmental stewards. They install long-term values and goals in order for them not to be distracted by the short-term imbalance between profits and their green investments. Hence, this move benefits their workers, the communities and the whole earth. These companies exemplified that going green is not about getting money.
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