Before we can start with business, we need to do research and study on companies at various stages that dealing with environmental issues. For example,  Sony have to learned it from the  hard lesson with its main product, PlayStation game systems. Sony spending over $100 million building a supplier audit system to solve problems before they emerge with other company. In terms of Sony entertainment products, all Blu-ray Disc Player parts and all other products that are lead and cadmium-free, based on EU ROHS directive being limited, and major plastic parts of the Blu-ray Disc Player that are free of predominated flame retardants.

In late 2008, Sony reduced Blu-ray Disc Player packaging volume about 55% on select models. This resulted 43% reduction of CO2 emissions as a result of more efficient shipping the environment and creating better environment for us. Read more

In Michael Porter’s highly regarded strategy model, companies gain competitive advantage by lowering costs or differentiating products. But today the traditional points of competitive differentiation had being squeezed on all sides. Third part contribution and the reasonable labor costs are available in almost any business, big or small. Other that, unassailable sources of advantage, such as access to capital or reasonable raw materials, are disappearing as markets go global. Companies that compete in advantages of environment are becoming ever more and more hard to establish and maintain.

This renovation of landscape requires refined business strategy. The capacity for innovation bringing imagination to bear to solve problems and respond to human needs. It all lies at the heart of success and Companies must find new and better ways to break out of the pack. Those that don’t will struggle to keep up in the marketplace. Read more

In 1997, a Conoco oil tanker and a tugboat collided near Lake Charles, Louisiana, opening up a hundred-foot gash in the tanker. Few remember this accident today for one simple reason: Not a drop of oil was spilled. Conoco, then owned by DuPont, had invested in “double- hull” tankers years ahead of regulations. One hull was ripped open, but the second held. “That spill would have been larger than the Exxon Valdez without the double hulls,” DuPont’s VP for Environment Paul Tebo told us. “Conoco would have been gone.”

What does this have to do with creating a corporate culture of environmental engagement ? Quite a bit. In 1989, when green issues were still off the radar screen of most of corporate America, DuPont’s visionary CEO Ed Woolard launched a board-level Environmental Policy Committee and established an Environmental Leadership Council made up of senior executives who met every month. Woolard’s green logic inspired fresh thinking across DuPont’s diverse business portfolio.’ Read more

In the corporate world, a handful of companies are developing new ways of approaching a thorny problem: How do we grow and prosper while decreasing pollution and conserving natural resources?

WaveRiders build a foundation for Eco-Advantage by reframing how everyone in the company looks at environmental issues. For these companies, environmental thinking is not always the final word on strategy, but it is always a consideration.

In our research, we’ve found that this new mindset is absolutely critical to managing eco-risks, driving innovation, and turning environmental pressures into competitive advantage.Above point is highlight how WaveRiders use an environmental lens to change the way they think and sharpen their business strategies. After a while, these companies don’t have to focus consciously on finding an alternative perspective. Environmental thinking becomes intrinsic to how they do business. Deeply embedded, the Eco-Advantage Mindset arises naturally at every opportunity.

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We studies dozens of companies during our four years of research. A few have not evolved in their thinking since the 1970s. They are still grousing about legislation and complying with it grudgingly. Others have begun to see the business opportunities in going “beyond compliance.” A few have embarked on bold new initiatives to provide solutions to the world’s environmental ills—like GE’s plan to sell renewable energy, efficient power generation, water purification, and much more.

The  companies who “get” the interface between environmentalism and business—the ones that are on their way to reducing their environmental impacts, or “footprints,” while generating significant profits and sustained Eco-Advantage—have no single profile. They range from global conglomerates to niche textile makers. However, we found certain patterns. The leading-edge companies go beyond the basics of complying with the law, cutting waste, and operating efficiently. They fold environmental considerations into all aspects of operations. Specifically, they: Read more