EnVision Lets Go Green Case

8/9/2019 EnVision Lets Go Green Case

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PGDISEM @ NITIE

in association with

PE INTERNATIONAL

presents

LETS GO GREEN


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Introduction to the Case

The growing social and regulatory concerns for the environment lead an increasing number

of companies to consider green issues as a major source of strategic change.

Concerns about sustainability are increasingly affecting consumer behaviour. As consumers

become increasingly sensitive, it becomes imperative for the companies to respond to this

changing consumer sentiment.

This case deals with the feasibility study and analysis that has to be carried out by a FMCG

manufacturer to assess the possibility of introducing an ecologically friendly toothpaste into

the Indian market.

Green products

While several criteria have been proposed for different industries in the quest to measure

"greenness" and guide companies towards responsible behaviour, there are no widely

accepted standards or recommendations for best practices.

In the FMCG space, attributes like Phosphate Free, Fluorine free, Ozone Friendly etc. are

some of the things consumers most often associate with green products.

In order to create a truly sustainable product, the entire lifecycle of the product has to be

considered, and not just the manufacturing and use phases.

Fig. Life cycle of toothpaste


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In the words of Jean-Renaud of WWF, stressing the need for life cycle thinking: "Nature does

not do dumping; there is a continual cycle going on for everything. Humans are breaking this

natural cycle. When too much is taken out of the environment and nothing is coming back

in, we end up with a serious imbalance.

The list of issues to consider in order to define a green product is industry specific, and

includes material usage, infrastructure and embedded energy and sustainable sourcing,

among other things.

Consumer attitudes and preferences

According to the 2009 BCG report Capturing the Green Advantage for Consumer

Companies, "The green movement is about reducing waste and minimizing our impact on

the environment. Companies that translate these goals into a holistic approach to offering

differentiated green products bringing down costs across the entire value chain have been

rewarded with higher margins and market share."

The rising public awareness about sustainability issues and the increasing understanding of

consumer preferences and behaviours presents new opportunities for the manufacturing

sector. A growing number of people are willing to pay a premium for green products.

However, manufacturers must always keep in mind that consumers are unlikely to

compromise on traditional product attributes, such as convenience, availability, price,

quality and performance.

34% of consumers indicate they are more likely to buy environmentally responsible

products today and 70% indicate that they are paying attention to what companies are

doing with regard to the environment.

Many believe that the Millennial generation (ages 13-29) is the demographic which will

bring a step change in eco awareness and lead real change. 76% of consumers (13-29) feel

its very important for brands to get involved in the green movement. However, 71% of

teens (ages 13-17) said they would choose the less expensive product over a more

expensive one that gave back to the environment.
http://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdfhttp://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdfhttp://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdfhttp://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdfhttp://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdfhttp://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdfhttp://www.bcg.com/impact_expertise/publications/files/Capturing_Green_Advantage_Consumer_Companies_Jan_2009.pdf


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The Situation:

Daily Wellness is a leading FMCG manufacturer in India, and has its product offering across

all segments in the FMCG market. Daily Wellness has grown substantially with the organized

FMCG boom in India, and currently has a market share of 26 percent in toothpastes.

One of the most popular toothpaste variants, Shine, is a product targeted at the upper-

middle class segment in the Indian market.

The principal objective is the evaluation of the future of this toothpaste. The management

of Daily Wellness Company is discussing the fate of the Shine brand of toothpastes in the

market. The product managers of Shine have identified that it is fast approaching the

declining sales stage of its life cycle.

The management of Daily Wellness Corp. has considered the following options for future of

their product:

1. The possibility of retiring Shine and marketing a new product that is environmentallyfriendly.

2. The possibility of reviving the Shine brand of toothpastes by a rebranding strategy.

Which of the above two options should Daily Wellness adopt?

Carry out an analysis of the environmental and business impacts, taking into account the

processes involved in manufacture, distribution, use and disposal for both the existing and

the new product options.

Come up with a comprehensive solution to address the current situation, mitigating the

problems related to marketing, cost control etc., as well as the pricing strategy to be

followed taking into account the attitudes, perceptions and expectations regarding

sustainability and the FMCG industry. Spell out the explicit and implicit benefits to

customers, the company and the environment of each of the above options, taking into

account the impacts on cost, revenue, risk, reputation and access to capital.


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About PE international

Sustainability awareness is the road to long-term corporate operation and a vibrant

environment.

PE INTERNATIONALhas been steadily guiding companies all over the world along this road

since 1991. Today, PE INTERNATIONAL is an international market leader in strategic

consultancy, software solutions and extensive services in the field of sustainability.

PE INTERNATIONAL provides conscientious companies with cutting-edge tools, in-depth

knowledge and an unparalleled spectrum of experience in making both corporate

operations and products more sustainable. Applied methods include implementing

management systems, developing sustainability indicators, life cycle assessment (LCA),

carbon footprint, design for environment (DfE) and environmental product declarations

(EPD), technology benchmarking, or eco-efficiency analysis, emissions management, clean

development mechanism projects and strategic CSR consulting.

Moreover, PE INTERNATIONAL offers two leading software solutions - the GaBi software for

product sustainability and the SoFi software for corporate sustainability. Over 1000

companies and institutes worldwide put their trus t in PE INTERNATIONALs consultancy and

software, including market and branch leaders.

The above case study aims specifically to communicate sustainable development practices

using the work of PE INTERNATIONAL as its platform and source. This study aims to include

specific projects, learning processes and strategies that companies are using or may use in

order to inspire others to contribute in a pro-active way to sustainable development.


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Rules and Guidelines

Team formation Rules:

Each Team can have maximum of two members

Both members have to be from the same institution.

One individual cannot be a part of more than one team.

Once a team has been formed, no change in the team composition will be permitted.

There is no restriction on the number of teams that can participate from an institute.

Stage 1:

Submission Guidelines:

Each team should submit an Executive Summary not exceeding 500 words.

The word limit for the case analysis document is 2500 words exclusive of the executive

summary.

The document is to be submitted in both .doc and .pdf format. It should be Times New

Roman font, size 12 with 1.5 line spacing.

The cover page should contain the name of the institute, team name, names of the

team members, their e-mail addresses and contact numbers. The names of the

participants or their institute should not appear anywhere else in the document

The document needs to be named as LetsGoGreen_InstituteName_TeamName.

Entries need to be mailed to [email protected] with the subject asLetsGoGreen_InstituteName_TeamName

Deadline for submission of case analysis is 13th August, 2010 23:59 Hrs

Stage 2:

Five Short-listed teams would be invited to present their papers before an esteemed

panel of judges at EnVision to be held on 20th August, 2010 in Mumbai.

Travel reimbursements will be made for the shortlisted teams for a maximum amount

of the sleeper class railway return tickets for the shortest distance between the

participants institute a nd Mumbai. Any difference arising over and above the sleeper

class fare will have to be borne by the participants themselves.

Disclaimer

The decisions of the organizers of the contest and the panel of judges will be final and

binding on all the participants.

Organizers reserve the right to not award some or any of the prizes, in case the entries

submitted are not up to the standard.
mailto:[email protected]:[email protected]


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Important Dates

Submiss ion of case analysis: ` 10th

August, 2010, 23:59 Hrs

Results of 1st round: 13th

August, 2010.

Final presentations: 20th

August, 2010.

Prizes

1st prize -`15,000

2nd prize -`10,000

Individual participation certificates will be awarded to all finalists.

Contacts

For any queries, please send mail to [email protected] with subject

QUERIES_LetsGoGreen.

Team EnVision

Anish Sengupta: 9619578067

Terry Thomas: 9619569670
mailto:[email protected]:[email protected]:[email protected]

Documents

EnVision Lets Go Green Case