NEW YORK, July 10, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:
Global CEO Sustainability Outlook Survey 2012
http://www.reportlinker.com/p0924714/Global-CEO-Sustainability-Outlook-Survey-2012.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Marketing
Synopsis
• The report is based on primary surveys conducted by Timetric accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 1,272 senior industry executives are captured in our in-depth survey that includes CEOs, managing directors and board members.
• The geographical Scope of the research is global – drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Africa and Middle East.
• The report analyzes expenditure of overall industry buyers on sustainability, sustainable procurement practices and critical factors that influence supplier selection.
• Key topics covered include category-level spending outlooks, market-specific growth opportunities, investment opportunities and principal challenges associated with the implementation of sustainable practices.
• In this report, buyers identify their sustainable procurement budgets; along with essential sustainability measures that influence supplier selection
• The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the key features of marketing green credentials.
• The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.
Summary
"Global CEO Sustainability Outlook Survey 2012" is a new report by Timetric that analyzes how companies across all industries perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability plus the market-specific growth opportunities associated with the implementation of sustainable practices. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes changes in sustainable procurement budgets and supplier selection criteria. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.
Scope
The report features the opinions of global industry respondents related to the following:
• What sustainability means to the industry
• Factors that drive sustainability measures
• Barriers that confront effective implementation of sustainability
• Sustainable and energy efficiency measures and their impact on profitability
• Metrics used for the measurement of sustainability performance
• Changes expected in sustainability budgets and cost saving targets
• Methods of marketing green credentials and the use of media channels
Reasons To Buy
• Drive revenues by understanding future sustainable product investment areas and growth regions
• Formulate effective sales and marketing strategies by identifying buyer sustainability budgets and areas of investment
• Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers
• Uncover the business outlook, key sustainability challenges and opportunities
• Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers
• Identify specific green marketing channels your competitors are using to win business
Key Highlights
• Cost savings and operational efficiency, strengthening competitive position and client demand are major drivers influencing sustainability efforts of the senior industry respondents.
• Survey results show that 43% of overall industry suppliers expect to see an increase in profitability over the next 12 months due to implementation of sustainability.
• Reduction of energy consumption, effective minimization of waste, effective minimization of water consumption and recyclable or reusable product components are critical sustainability criteria for supplier selection.
Table of Contents
1 Introduction
1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1) Online Survey
2) Secondary Research
3) Data Analysis and Report Writing
4) Quality Control
1.4 Profile of survey respondents
2 Executive Summary
3 Trends in Sustainability
3.1 Sustainability in Business Functions
3.1.1 Sustainability in Business functions by region
3.1.2 Sustainability in business functions by turnover
3.2 Key Drivers of Sustainability
3.2.1 Key drivers of sustainability by region
3.2.2 Key drivers of sustainability by company turnover
3.3 Key Barriers of Sustainability
3.3.1 Key barriers of sustainability by region
3.3.2 Key barriers of sustainability by company turnover
3.4 Key Markets for Growth
3.4.1 Key markets for growth by region
3.4.2 Key markets for growth by company turnover
4 Financial Implications of Sustainability
4.1 Cost-Saving Expectations
4.1.1 Cost-saving expectations by region
4.1.2 Cost-saving expectations by company turnover
4.2 Impact of Sustainability on Profits
4.2.1 Impact of sustainability on profits by region
4.2.2 Impact of sustainability on profits by company turnover
4.3 Planned Change in Sustainability Budgets
4.3.1 Planned change in sustainability budgets by region
4.3.2 Planned change in sustainability budgets by company turnover
5 Sustainable Procurement
5.1 Critical Factors for Supplier Selection
5.1.1 Critical factors for supplier selection by region
5.1.2 Critical factors for supplier selection by company turnover
5.2 Level of Supplier Engagement
5.2.1 Level of supplier engagement by region
5.2.2 Level of supplier engagement by company turnover
5.3 Expenditure on Sustainable Procurement
5.3.1 Expenditure on sustainable procurement by region
5.3.2 Expenditure on sustainable procurement by company turnover
6 Marketing Green Initiatives
6.1 Drivers for Green Marketing
6.1.1 Drivers for green marketing by region
6.1.2 Drivers for green marketing by company turnover
6.2 Marketing of Green Credentials
6.2.1 Marketing of green credentials by region
6.2.2 Marketing of green credentials by company turnover
6.3 Effective Channels of Promotion
6.3.1 Effective channels of promotion by region
6.3.2 Effective channels of promotion by company turnover
7 Appendix
7.1 Methodology
7.2 Contact us
7.3 About ICD Research
7.4 Disclaimer
List of Tables
Table 1: Total Survey Respondents by Industry, 2011
Table 2: Respondents by Global Company Turnover (%), 2011
Table 3: Respondents by Region (%), 2011
Table 4: Sustainability in Business Functions (%), 2011
Table 5: Sustainability in Business Functions by Region (%), 2011
Table 6: Sustainability in Business Functions by Turnover (%), 2011
Table 7: Key Drivers of Sustainability (%), 2011
Table 8: Key Drivers of Sustainability by Region (%), 2011
Table 9: Key Drivers of Sustainability by Company Turnover (%), 2011
Table 10: Key Barriers of Sustainability (%), 2011
Table 11: Key Barriers of Sustainability by Region (%), 2011
Table 12: Key Barriers of Sustainability by Company Turnover (%), 2011
Table 13: Key Markets for Growth (%), 2011–2012
Table 14: Key Markets for Growth by Region (%), 2011–2012
Table 15: Key Markets for Growth by Company Turnover (%), 2011–2012
Table 16: Cost-Saving Expectations (%), 2011–2012
Table 17: Cost-Saving Expectations by Region (%), 2011–2012
Table 18: Cost-Saving Expectations by Company Turnover (%), 2011–2012
Table 19: Impact of Sustainability on Profits (%), 2011–2012
Table 20: Impact of Sustainability on Profits by Region (%), 2011–2012
Table 21: Impact of Sustainability on Profits by Company Turnover (%), 2011–2012
Table 22: Planned Change in Sustainability Budgets (%), 2011–2012
Table 23: Planned Change in Sustainability Budgets by Region (%), 2011–2012
Table 24: Planned Change in Sustainability Budgets by Company Turnover (%), 2011–2012
Table 25: Critical Factors for Supplier Selection (%), 2011
Table 26: Critical Factors for Supplier Selection by Region (%), 2011
Table 27: Critical Factors for Supplier Selection by Company Turnover (%), 2011
Table 28: Level of Supplier Engagement (%), 2011
Table 29: Level of Supplier Engagement by Region (%), 2011
Table 30: Level of Supplier Engagement by Company Turnover (%), 2011
Table 31: Expenditure on Sustainable Procurement (%), 2011
Table 32: Expenditure on Sustainable Procurement by Region (%), 2011
Table 33: Expenditure on Sustainable Procurement by Company Turnover (%), 2011
Table 34: Drivers for Green Marketing (%), 2011
Table 35: Drivers for Green Marketing by Region (%), 2011
Table 36: Drivers for Green Marketing by Company Turnover (%), 2011
Table 37: Marketing of Green Credentials (%), 2011
Table 38: Marketing of Green Credentials by Region (%), 2011
Table 39: Marketing of Green Credentials by Company Turnover (%), 2011
Table 40: Effective Channels of Promotion (%), 2011
Table 41: Effective Channels of Promotion by Region (%), 2011
Table 42: Effective Channels of Promotion by Company Turnover (%), 2011
List of Figures
Figure 1: Sustainability in Business Functions (%), 2011
Figure 2: Sustainability in Business Functions by Region (%), 2011
Figure 3: Sustainability in Business Functions by Turnover (%), 2011
Figure 4: Key Drivers of Sustainability (%), 2011
Figure 5: Key Barriers of Sustainability (%), 2011
Figure 6: Key Barriers of Sustainability by Region (%), 2011
Figure 7: Key Barriers of Sustainability by Company Turnover (%), 2011
Figure 8: Key Markets for Growth (%), 2011–2012
Figure 9: Key Markets for Growth by Region (%), 2011–2012
Figure 10: Key Markets for Growth by Company Turnover (%), 2011–2012
Figure 11: Cost-Saving Expectations (%), 2011–2012
Figure 12: Cost-Saving Expectations by Region (%), 2011–2012
Figure 13: Cost-Saving Expectations by Company Turnover (%), 2011–2012
Figure 14: Impact of Sustainability on Profits (%), 2011–2012
Figure 15: Impact of Sustainability on Profits by Region (%), 2011–2012
Figure 16: Impact of Sustainability on Profits by Company Turnover (%), 2011–2012
Figure 17: Planned Change in Sustainability Budgets (%), 2011–2012
Figure 18: Planned Change in Sustainability Budgets by Region (%), 2011–2012
Figure 19: Planned Change in Sustainability Budgets by Company Turnover (%), 2011–2012
Figure 20: Critical Factors for Supplier Selection (%), 2011
Figure 21: Critical Factors for Supplier Selection by Region (%), 2011
Figure 22: Critical Factors for Supplier Selection by Company Turnover (%), 2011
Figure 23: Level of Supplier Engagement (%), 2011
Figure 24: Level of Supplier Engagement by Region (%), 2011
Figure 25: Level of Supplier Engagement by Company Turnover (%), 2011
Figure 26: Expenditure on Sustainable Procurement (%), 2011
Figure 27: Expenditure on Sustainable Procurement by Region (%), 2011
Figure 28: Expenditure on Sustainable Procurement by Company Turnover (%), 2011
Figure 29: Drivers for Green Marketing (%), 2011
Figure 30: Drivers for green marketing by Region (%), 2011
Figure 31: Drivers for Green Marketing by Company Turnover (%), 2011
Figure 32: Marketing of Green Credentials (%), 2011
Figure 33: Effective Channels of Promotion (%), 2011
Figure 34: Effective Channels of Promotion by Region (%), 2011
Figure 35: Effective Channels of Promotion by Company Turnover (%), 2011
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Marketing Industry: Global CEO Sustainability Outlook Survey 2012
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Nicolas Bombourg
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