国家,公司和客户越来越关注可持续性。然而,从商业角度来看,尚不清楚的是,可持续性努力能够承受多少成本以及市场对产品价格的敏感性是什么?我与同事们进行的一项大规模研究的结果(文章)表明,即使成本/价格上涨27%至72%,并且公司实施5%至30%的可持续发展努力,也可以实现产品市场表现。公司本国的可持续发展努力。上述摘要段中强大故事的背景是,对可持续性的关注已成为许多全球公司越来越有吸引力的商业战略。在商业环境中,“可持续性意味着寻求取代我们使用的东西并修复我们损坏的东西,努力让地球处于比我们发现它更好的状态”。可持续发展也煽动了公司“做得好”的情绪,并且客户通过例如具有较低的碳足迹来培养“温暖的光芒”。在产品市场竞争力和公司需要解决盈利能力的时代,以可持续发展为重点的公司的业务战略是创造“温暖的”客户效应或不得不增加公司成本,客户成本和/或产品价格。一些研究人员甚至认为,商业角色可以激励客户参与可持续发展计划,并让他们调整“温暖的恒温恒温器”。不幸的是,到目前为止,我们对一个国家在公司可持续发展计划及其与产品市场绩效的联系方面的可持续发展努力的洞察力有限。我们也没有清楚地了解公司成本,客户成本和产品价格对国家公司可持续发展动态的影响。因此,我们进行的研究的目的是解决可持续发展知识中的这些重要差距,原因有两个。首先,重要的是要了解公司可持续发展倡议相对于各国参与的可持续性工作的潜在产品市场影响。不仅在2000年引入了联合国的千年发展目标,而且全球重点放在可持续的国家, 2015年批准的联合国可持续发展目标实质上意味着可持续性“翻倍”,并向国际社会传达了一个信息,即可持续性是全球基础设施中日益重要的因素。在这方面,这项研究包括南美洲的九个讲西班牙语的主权国家(阿根廷,玻利维亚,智利,哥伦比亚,厄瓜多尔,巴拉圭,秘鲁,乌拉圭和委内瑞拉)以及美国(美国是一个重要的基准)关于国际商业竞争力)。这九个南美国家的国家级可持续发展举措受到限制,因此,这些国家代表了独特的样本,用于研究公司的可持续性努力对产品市场绩效的重要性高于一个国家的努力。其次,公司成本,客户成本和产品价格通常被视为影响客户获得的可持续性“价值”的核心成本/价格因素。这些成本/价格因素与“做得好”(公司成本),“温暖发光”(客户成本)和价格公平性(产品价格)有关。首先,我们可以轻松掌握这样一种观念,即价格或总成本(价格+搜索/努力成本)过于昂贵的可持续产品只能由有限的客户购买。但是,这些成本和价格能否超出竞争规范,产品在市场上仍然具有竞争力?这是一个重要的权衡问题,因为今天超过一半的客户表示他们在购买决策中积极考虑可持续性特征,但这些客户最终只在22%的情况下购买可持续产品。诸如收益不足(“热烈发光”或有形产品利益)或价格不公平感等问题会降低转换率。因此,假设如果成本和价格包含在不降低产品市场竞争力的方式中,客户将购买可持续产品。

美国宾夕法尼亚大学经济学Essay代写:可持续发展目标和公司

Countries, companies, and customers are increasingly concerned with sustainability. What is unclear from a business perspective, however, is how much cost can be tolerated for sustainability efforts and what markets’ sensitivities are to product prices? The results of a large-scale study that I undertook with colleagues (article) indicate that product-market performance can be achieved even when costs/prices increase by 27 to 72%, and when companies implement sustainability efforts that are 5 to 30% above sustainability efforts of the company’s home country. The backdrop to the powerful story in the summary-paragraph above is that a focus on sustainability has become an increasingly attractive business strategy for many global companies. In a business context, “sustainability means seeking to replace what we use and repair what we damage, striving to leave the planet in a better condition than that in which we found it”. Being sustainable has also incited sentiments of companies “doing good” and customers cultivating a “warm glow” by, for example, having a lower carbon footprint. In an era of product-market competitiveness and companies’ need to address profitability, business strategy for sustainability-focused companies is about creating a “warm glow” customer-effect or having to increase company costs, customer costs, and/or product prices. Some researchers even argue that a business role can be to incentivize customer participation in sustainability programs and having them adjust their “warm glow thermostat”. Unfortunately, up to this point, we only have limited insights into a country’s sustainability efforts in relation to a company’s sustainability initiatives and their link to product-market performance. We also do not have a clear understanding of the influences of company costs, customer costs, and product prices within the country-company sustainability dynamics. Consequently, the objective of the research we undertook was to address these important gaps in sustainability knowledge for two core reasons. First, it is important to understand the potential product-market implications of a company’s sustainability initiatives relative to the sustainability efforts countries engage in. Not only were the United Nations’ Millennium Development Goals introduced in 2000, placing emphasis worldwide on countries to be sustainable, the UN Sustainable Development Goals being ratified in 2015 have, in essence, meant a “doubling down” on sustainability and sent a message to the world community that sustainability is an increasingly important element of the global infrastructure. In this context, this study included the nine Spanish-speaking sovereign countries in South America (Argentina, Bolivia, Chile, Colombia, Ecuador, Paraguay, Peru, Uruguay, and Venezuela) as well as the United States (the U.S. being an important benchmark on international business competitiveness). Country-level sustainability initiatives in these nine South American countries have been limited and, as such, these countries represent unique samples in which to study how valuable a company’s sustainability efforts can be on product-market performance above that of a country’s efforts. Second, company costs, customer costs, and product prices are generally viewed as the core cost/price factors affecting the sustainability “value” received by customers. These cost/price factors have been associated with “doing good” (company costs), “warm glow” (customer costs), and price fairness (product prices). At the outset, we can easily grasp the notion that sustainable products that are too costly, either by price or total cost (price + search/effort costs), will only be purchased by a limited set of customers. But, how much above the competitive norm can these costs and prices be and the product still be competitive in the marketplace? This is an important trade-off issue since more than half of today’s customers indicate that they actively consider sustainability characteristics in their buying decisions, but then these same customers end up buying sustainable products in just 22 percent of the cases. Issues such as lack of benefits received (“warm glow” or tangible product benefits) or a perception of price unfairness detracted from the conversion rate. Consequently, the assumption is that customers will buy a sustainable product if costs and prices are contained in such a way to not lessen the product’s market competitiveness.

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