Global CEO Sustainability Outlook Survey 2012

Jul 10, 2012, 06:51 ET from Reportlinker

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
Reportlinker
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