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3.3 Sustainability to Increase Brand Perception
3.3.1 What Leading Companies Are Saying About Sustainability
Value Creation Through Brand Perception and Positioning
Natura Example
Natura Cosmeticos has long been considered a leader in sustainability, known for materials
and marketing innovations that aim to refl ect its tagline of “well being/being well.” (Natura
2013 ). The Brazilian cosmetics maker has been recognized by organizations such as
Corporate Knights, the U.N. Environmental Program, SustainAbility and the Boston
Consulting Group. (Greenbiz 2014 )
A corporate brand is not about product, but about how stakeholders view the
organization and particularly its culture and value. Life cycle management helps
managing expectation of stakeholders along the value chain. Which stakeholders
need to be targeted in priority is a strategic decision of the company. For example, a
positive brand perception helps increase customer loyalty or employee retention.
Many prospective employees evaluate environmental policies as a measure of corporate value, but also sustainability programs within companies can have a signifi -
cant impact on retention (The Guardian 2013 ).
4 Conclusions and Outlook
Through this chapter the authors made clear that sustainability, to be unlocked
within an organization, needs to be embedded in company’s strategy and have a
clear link to business value creation. One need to answer fi rst the question “what do
we want to achieve” before thinking at “how” to implement a given action. From
right to left, one can ask the question “how?” Life cycle management offers an
holistic think-thank to identify opportunities for value creation along the entire
value chain, and it provides fl exible toolbox that can serve implementing sustainable actions within different departments involving different hierarchical levels. In
this context, sustainability managers play an important role. They are a key actor for
connecting different stakeholders vertically and transversely within the company,
but also outside and linking sustainability actions into business drivers for value
creation. Our experience has shown that a few key recommendations can increase
the chances of success of a sustainability action in organizations. We summarize
below a few key characteristics that have been proven to play a key role in operationalizing sustainability through life cycle management.
3 Life Cycle Management as a Way to Operationalize Sustainability Within…
3.3 Sustainability to Increase Brand Perception
3.3.1 What Leading Companies Are Saying About Sustainability
Value Creation Through Brand Perception and Positioning
Natura Example
Natura Cosmeticos has long been considered a leader in sustainability, known for materials
and marketing innovations that aim to refl ect its tagline of “well being/being well.” (Natura
2013 ). The Brazilian cosmetics maker has been recognized by organizations such as
Corporate Knights, the U.N. Environmental Program, SustainAbility and the Boston
Consulting Group. (Greenbiz 2014 )
A corporate brand is not about product, but about how stakeholders view the
organization and particularly its culture and value. Life cycle management helps
managing expectation of stakeholders along the value chain. Which stakeholders
need to be targeted in priority is a strategic decision of the company. For example, a
positive brand perception helps increase customer loyalty or employee retention.
Many prospective employees evaluate environmental policies as a measure of corporate value, but also sustainability programs within companies can have a signifi -
cant impact on retention (The Guardian 2013 ).
4 Conclusions and Outlook
Through this chapter the authors made clear that sustainability, to be unlocked
within an organization, needs to be embedded in company’s strategy and have a
clear link to business value creation. One need to answer fi rst the question “what do
we want to achieve” before thinking at “how” to implement a given action. From
right to left, one can ask the question “how?” Life cycle management offers an
holistic think-thank to identify opportunities for value creation along the entire
value chain, and it provides fl exible toolbox that can serve implementing sustainable actions within different departments involving different hierarchical levels. In
this context, sustainability managers play an important role. They are a key actor for
connecting different stakeholders vertically and transversely within the company,
but also outside and linking sustainability actions into business drivers for value
creation. Our experience has shown that a few key recommendations can increase
the chances of success of a sustainability action in organizations. We summarize
below a few key characteristics that have been proven to play a key role in operationalizing sustainability through life cycle management.
3 Life Cycle Management as a Way to Operationalize Sustainability Within…