What is included with this book?
List of Tables | p. viii |
List of Figures | p. ix |
Acknowledgements | p. xii |
List of Abbreviations | p. xiv |
Foreword | p. xvi |
Preface | p. xvii |
Executive Summary | p. xix |
Building the Business Logic | p. 1 |
Introduction | p. 3 |
Background: the conundrum | p. 4 |
Conceptual framework | p. 6 |
The BCS project | p. 7 |
Research questions and objectives | p. 8 |
Terminology | p. 9 |
Research instruments | p. 10 |
Survey results | p. 10 |
Interviews with corporate executives and stakeholders | p. 11 |
Participating companies | p. 12 |
The roadmap | p. 13 |
Industry and Competitive Analysis | p. 15 |
Introduction | p. 15 |
Industry definition and profile | p. 16 |
Demographics, consumption trends and markets | p. 17 |
Competitive analysis | p. 20 |
Degree of rivalry | p. 21 |
Barriers to entry | p. 22 |
Threat of substitutes | p. 23 |
Supplier power | p. 23 |
Buyer power | p. 24 |
Synthesis | p. 27 |
The Economic Relevance of Sustainability Issues | p. 29 |
Introduction | p. 29 |
Industry awareness of sustainable development and issues | p. 30 |
The food and beverage value chain | p. 36 |
What are the issues? | p. 37 |
Upstream | p. 41 |
Raw materials and natural resource depletion | p. 41 |
Social impacts | p. 50 |
Market distortions | p. 52 |
Power of multinationals | p. 54 |
Operations and downstream | p. 59 |
Manufacturing operations | p. 59 |
Traceability and health | p. 62 |
Synthesis | p. 74 |
The Pressure of Stakeholders | p. 78 |
Introduction | p. 78 |
Food and beverage industry stakeholders | p. 79 |
Deterring stakeholders | p. 80 |
Promoting stakeholders | p. 94 |
Synthesis | p. 108 |
The Value of Value Drivers | p. 112 |
Introduction | p. 112 |
The concept of shareholder value | p. 113 |
Food and beverage industry value drivers | p. 117 |
Reputation enhancement and brand value | p. 121 |
Attracting and retaining talent | p. 128 |
Innovation and revenue increase | p. 132 |
Synthesis | p. 143 |
Rolling Out the Business Logic | p. 147 |
Corporate Sustainability Management | p. 149 |
Introduction | p. 149 |
Corporate culture, vision and the mindsets of managers | p. 151 |
Sustainability strategy design | p. 160 |
What good is a sustainability strategy? | p. 160 |
Organizational structure | p. 166 |
Structure and interaction between key business units | p. 166 |
Importance of functions: 'Opposers' and 'Promoters' | p. 174 |
Top management | p. 178 |
The 'second layer' | p. 180 |
The 'old guard' | p. 180 |
'New age' managers | p. 181 |
Supply chain and purchasing officers | p. 182 |
Brand and marketing managers | p. 185 |
Processes and systems | p. 191 |
Issue tracking, mapping and prioritization | p. 193 |
Integrating issues into strategic decision-making | p. 199 |
Implementation: working with mindsets and getting managers on board | p. 205 |
Synthesis | p. 235 |
References | p. 239 |
Index | p. 249 |
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