Marketing and Sourcing Leaders in Sustainability
December 2011
Creating sustainable value at the crossroads of marketing & sourcing
“Implementing and integrating sustainability requires Change Leadership within an organization”
- Respondent of the study -
1
Creating sustainable value at the crossroads of marketing
© 2011 Deloitte The Netherlands
Agenda
2
Introduction
3
Definition
4
Importance
6
Opportunities & Barriers
11
Conclusions & Recommendations
18
Appendices
21
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Marketing & Sourcing; a study into leadership in sustainability •
Worldmarketeers*, Deloitte, Marketresponse, NIMA and NEVI have joined forces to understand the impact and opportunities sustainability has on the daily work of marketeers and buyers.
•
The study presented in this document focuses on the opportunities sustainability provides and the role individual marketeers and buyers can play.
•
Round table discussions and individual interviews with marketeers and buyers have been translated into similar but separate quantitative questionnaires completed by 201 marketeers and 387 buyers.
•
Both researches were conducted in parallel to identify ways for marketeers and buyers to jointly create opportunities and overcome barriers in adding societal, economical and environmental value.
This study is executed in collaboration with:
* Worldmarketeers is a movement from marketeers and entrepreneurs that want to help and inspire others to integrate the social, environmental and economical challenges we face into opportunities for themselves, their companies and the world. 3
Creating sustainable value at the crossroads of marketing
© 2011 Deloitte The Netherlands
Identifying ways for marketeers and buyers to create opportunities and overcome barriers in adding societal, economical and environmental value
201 Marketeers
4
Deloitte PowerPoint timesaver – March 2011
Creating Sustainable Value
387 Buyers
Š 2011 Deloitte The Netherlands
What does sustainability mean?
5
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Marketers and buyers both see sustainability as a responsible long term focus of a company
Everything that adds a positive value to People, Planet, Profit
Marketing from a broader perspective than profit – taking into account quality of life
Marketing with a high level of social responsibility
Sourcing while taking the long term social welfare into account
Include impact on environment, social aspects as well as ethical aspects when evaluating or assigning new suppliers
Pure, honest and sincere Marketing with a low impact on the environment, resources, climate and society
Marketing with a long term vision Market sustainable products
All sourcing where conscious choices are made, being aware of the impact and consequences
6
Marketing from a holistic perspective
Creating sustainable value at the crossroads of marketing
Sourcing, while taking social and environmental aspects into consideration
Š 2011 Deloitte The Netherlands
The importance of sustainability
7
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
According to their vision and perception towards sustainability the respondents have been categorized as leaders, followers and laggards
Followers
Leaders
• The leaders feel very involved in sustainability and sustainability already has a high influence on their daily work • Majority works in Professional Services or Public sector • 38% is female and 62% is male
8
• The followers feel involved in sustainability and it already influences their daily work • Majority works in Professional Services, FMCG and Food sector • 34% is female and 66% is male
Creating sustainable value at the crossroads of marketing
Laggards
• The laggards do not feel very involved or are neutral towards sustainability. Sustainability has no influence on their work • Majority works in Construction and Healthcare • 21% is female and 79% is male
© 2011 Deloitte The Netherlands
88% of all respondents see an increase in sustainability in the coming years; only 31 % seem to have started yet “How do you think the importance of sustainability will change over time?”
“My daily work is influenced by sustainabilty”
Buyers Laggards
Leaders
17%
1% Buyers
8% 4% 0%
Marketeers
7% 4%
24%
88% 58%
88%
Marketeers
Followers
Laggards
Leaders 28%
Don't know Will increase Will stay the same Will decrease
45%
27% Followers
9
Creating sustainable value at the crossroads of marketing
© 2011 Deloitte The Netherlands
Leaders have strong positive associations with sustainability and see it as a license to operate
“Be good and tell it.” “Within a few more years sustainability will become a license to operate.”
“It is a must have for companies, the risk of reputational damage is too big if you stay behind.” “As a marketeer I focus on the continuity of companies. Sustainability is increasingly important and can no longer be ignored from that perspective.”
“Listen to consumers but also educate them.” “Talk your walk: internally and externally!” “This can not be achieved with image aspects only, but by making it an integrated part of the company’s philosophy. The risk of being exposed is too big. It needs to be true and supported by the top of the organization.”
10
Creating sustainable value at the crossroads of marketing
“Marketing from an intrinsic perspective of sustainability and from there becoming unique in the market.”
© 2011 Deloitte The Netherlands
Laggards associate sustainability more with barriers and see no commercial value “Does not mean much to me, only if it is really relevant for my brand.”
“It is not top of mind in my company.” “We are afraid to dammage the status quo with our existing consumers.”
“It’s not a conscious choice it is just not part of my scope of work.”
“No priority due to difficult commercial circumstances which trigger a short term focus.”
“Our consumers just select on price.”
“The right raw materials are not available.”
“No resources.” “Fear for the unknown and insufficient awareness that we really have to change our way of working”
11
Creating sustainable value at the crossroads of marketing
© 2011 Deloitte The Netherlands
Opportunities & Barriers
12
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Sourcing and marketing leaders think more in terms of opportunities related to sustainability and are intrinsically motivated to leverage them
Observations • Leaders are intrinsically motivated and see more opportunities in sustainability than laggards
Opportunities
1. Revenue Generation
• They believe their efforts will lead to a better and greener world for next generations • The results achieved inspire them to move forward and keep searching for new improvement opportunities. • Key prerequisite for opportunities to be leveraged into benefits is:
2. Innovation
• Integration into the long-term strategy • Committed top management
“In two years time sustainability is a license to operate and is fully integrated in organizations “ 13
Creating sustainable value at the crossroads of marketing
3. Competitive Advantage
© 2011 Deloitte The Netherlands
Leaders are intrinsically motivated and see more opportunities in sustainability than laggards... “My inspiration to put effort into sustainable sourcing/marketing comes from an idealistic perspective/reasons”
Sourcing
Fully agree
13%
Leaders
30%
34%
18%
Agree
6%
Ignorant
7%
Followers
27%
32%
21%
Disagree
12%
Fully disagree
6%
Laggards
28%
0%
18%
20%
40%
33% 60%
8%
Don’t know
8%
80%
100%
Marketing Leaders
18%
27%
32%
38%
8%
4%
Fully agree Agree
Followers 6%12%16%
37% 29%
24%
18%
Ignorant
10%
Disagree 6% Laggards
Don’t know/ NA * 0%
14
Fully disagree
marketing laggards did not receive this question, they were automatically transferred to the next question
20%
Creating sustainable value at the crossroads of marketing
40%
60%
80%
100%
© 2011 Deloitte The Netherlands
Opportunties such as revenue generation, innovation and competitive advantage Sustainable sourcing creates a competitive advantage
Sustainable sourcing leads to revenue generation 3% 10%
6%
Leaders 9%
4% 0%
31%
Fully agree
Leaders
16%
31%
Ignorant
37% 38%
45%
Agree
42%
29%
27%
Sustainable sourcing stimulates innovation 4% 17% 17% 12% 17%
12%
Disagree Fully disagree
4% 16%
25% 35%
30%
Leaders
36% Followers
29%
Sustainable marketing stimulates innovation 2% 1% 7% 18%
43%
Laggards
2% 2%
8%
22%
41%
4%
39%
52%
15
Leaders
49%
Creating sustainable value at the crossroads of marketing
Followers
61%
Laggards
Š 2011 Deloitte The Netherlands
Both leaders and laggards run into barriers although they perceive these barriers differently
Observations • Developing a business case for sustainability remains difficult since an organization first has to invest in sustainability before the benefits will become visible
Barriers
1. Lack of resources / Money
• Leaders see most barriers in others instead of in themselves (lack of support and short-term focus), while laggards see most barriers in predefined conditions (resources and money). • Laggards view their successes from a environmental and innovative perspective, which are less concrete and tangible marketing specific contributions but organization wide contributions
“Especially the short-term investment needed versus the longterm profitability makes it difficult to convince the board” 16
Creating sustainable value at the crossroads of marketing
2. Short-term focus and objectives
3. Lack of support/ top management commitment
© 2011 Deloitte The Netherlands
It seems that marketeers experience slightly more barriers within the organisation than buyers do To what extent do you experience barriers for sustainable marketing or sourcing within your organisation ?
Sourcing
1%
Leaders
Often barriers 18%
23%
25%
27%
6% 3%
5% Followers
27%
32%
Little/ No barriers Don’t know
4% Laggards
10%
0%
37%
20%
21%
40%
16%
60%
Occasionally barriers Rarely barriers
7%
26%
Frequently barriers
12%
80%
100%
Marketing 3% Leaders
31%
23%
24%
A lot of barriers
20%
Many barriers 4% Followers
41%
24%
17%
13%
* 55%
Laggards
0% 17
36%
20%
45%
40%
Creating sustainable value at the crossroads of marketing
60%
Few barriers Very few barriers
*Total
99% due to rounding off of figures
14%
80%
Nor many, nor a few barriers
100% Š 2011 Deloitte The Netherlands
Key prerequisite for opportunities to be leveraged into benefits is a) integration into the long-term strategy and b) committed top management Sourcing
Marketing
Which of the themes/topics has most relation to sustainable sourcing?*
Which of the themes/topics has most relation to sustainable marketing?*
Strategy
79%
Innovation
Image and Branding
62%
Chain policy
Strategy
60%
Product policy
52%
Sourcing 20
40
82%
Environmental impact
81%
Innovation
60
80
100
77% 0
What do you need to (further) implement sustainable sourcing? Commitment of Management Integration in strategy and policy
89%
Use of Raw materials
51% 0
87%
20
40
60
80
100
What are critical elements to implement sustainable marketing? 32%
19%
Vision on sustainability
Insight in best practices
7%
Management
Resources
7%
Communication
Budget
7%
Budget
0
10
20
30
40
81% 77% 64% 56% 0
10
20
30
40
50
60
70
80
90
Multiple answers possible 18
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Conclusions & Recommendations
19
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Change leadership lies in breaking down the silos, implementing and integrating sustainability; from a individual and organizational base
“Implementing and integrating sustainability requires change leadership within an organization” “Silos need to be broken down within organizations, and crossfunctional collaboration needs to be stimulated to leverage the opportunity sustainability provides” “Sustainable marketing and sourcing leaders work together with other disciplines to overcome the same barriers that keep laggards from acting” 20
Creating sustainable value at the crossroads of marketing
© 2011 Deloitte The Netherlands
Where sourcing meets marketing sustainable value is created
Similarities • Both sustainable marketing and sourcing leaders have a more holistic picture of the business opportunities that sustainability can deliver. • They actively involve different departments and lead them to successful sustainable innovation and competitive advantage. • Sourcing and marketing have integrated the organization-wide vision on sustainability in the functions and the day-to-day routine of its professionals.
21
Creating sustainable value at the crossroads of marketing
Conclusions • Both disciplines are breaking down the silos within their organizations and are driving forces to integrate sustainability in the organization • Marketing and sourcing leaders find each other in joint innovation and creation of business opportunities • Collaboration and entrepreneurship are key to leveraging the opportunity sustainability provides • Personal motivation is an important driver to take up the challenge to change
© 2011 Deloitte The Netherlands
Appendices
22
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Research accountability
Marketing Means to reach target • Marketeer database Nima • Werfselect top Marketeer network • Invitation to participate with first results qualitative research on Molblog • Postings on Linkedin groups: Dutch Marketing professionals, Marketing and MVO, Nima female leaders for sustainable marketing • Invitation in MVO Nederland newsletter Sample • Bruto started: n=588, aborted before completion: n=388, netto complete: n=201 Respondents • Divided in three groups according to how they use /regard sustainability in relation to their work • Leaders (n=84): have long ago integrated sustainability in their work • Followers(n=51): have recently started to integrate sustainability in their work • Laggards(n=52): are neutral towards sustainability, don’t know where to place it or specifically choose not to integrate sustainability
Sourcing Means to reach target • Sourcing database Nevi • Enrolled participants of ICSM with background in sourcing
Sample • Bruto started n=449; netto complete 360 Respondents • Divided in three groups according to how they use /regard sustainability in relation to their work • Leaders (n=71): have long ago integrated sustainability in their work and are highly committed to sustainability • Followers(n=51): have recently started to integrate sustainability in their work and are committed to sustainability • Laggards(n=173): are neutral towards sustainability, don’t know where to place it or specifically choose not to integrate sustainability
• Marketeers with an interest in sustainability are overrepresented due to means to reach target and higher interest to participate. 23
Creating sustainable value at the crossroads of marketing
© 2011 Deloitte The Netherlands
Appendix – Study on Marketeers
Study on Marketeers
Q. 1: Are you working in a marketing (related) and/or sustainability related function? Total Leaders Followers Laggards Yes, a marketing (related) function 119 39 32 48 59% 46% 63% 92% Yes, a sustainability related function
5 2%
5 6%
Yes, a marketing and sustainability related function
63 31%
40 48%
Nee, geen van beiden
14 7%
25
Creating sustainable value at the crossroads of marketing
19 37%
4 8%
Š 2011 Deloitte The Netherlands
Q. 2.1 To which of the following themes is this related? Total 156 89%
Leaders 73 90%
Followers 43 88%
Laggards 40 89%
Brand and communication policy
152 87%
68 84%
43 88%
41 91%
Usability of raw materials
144 82%
64 79%
41 84%
39 87%
Environmental impact
142 81%
65 80%
39 80%
38 84%
Innovation
135 77%
63 78%
35 71%
37 82%
Energy
132 75%
60 74%
33 67%
39 87%
Supply chain policy
124 71%
62 77%
30 61%
32 71%
Client/consumer
124 71%
57 70%
36 73%
31 69%
Partnerships
118 67%
58 72%
26 53%
34 76%
Sourcing
110 63%
51 63%
32 65%
27 60%
Product policy
26
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q. 2.1 To which of the following themes is this related?
Total 107 61%
Leaders 51 63%
Followers 30 61%
Laggards 26 58%
Distribution Channel policy
105 60%
46 57%
26 53%
Internal branding
100 57%
48 59%
27 55%
33 73% w 25 56%
Charities
93 53%
44 54%
22 45%
27 60%
Social media policy
86 49%
39 48%
23 47%
24 53%
Trade
78 45%
33 41%
22 45%
23 51%
Pricing
75 43%
31 38%
24 49%
20 44%
Cooperations
70 40%
33 41%
20 41%
17 38%
Other
6 3%
5 6%
1 2%
Stakeholders
27
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q. 3 Which of the following statements fits best to your situation? Someone who has integrated sustainability for a long time into his / her work
Someone who has recently integrated sustainability into his / her work Someone who is neutral towards sustainable marketing
Someone who is not integrating sustainability into his / her work
None of these statements fits to my situation
28
Creating sustainable value at the crossroads of marketing
Total 84
Leaders 84
45%
100%
Followers Laggards
51
51
27% 31
100% 31
17% 6
60% 6
3%
12%
15 8%
15 29%
Š 2011 Deloitte The Netherlands
Q. 5.0.1 The reason I am commiting to sustainability is because I find it important Total 65
Leaders 47
Followers 18
48%
56%
35%
63
32
31
47%
38%
61%
5
3
2
4%
4%
4%
1
1
1%
1%
1
1
1%
1%
TOTAL RESPONSE
135
84
51
Mean
4,41
4,46
4,31
Totally agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Totally disagree (1)
29
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q 5.0.2 My inspiration to integrate sustainability in my work comes primarily from idealistic reasons.
Total 21
Leaders 15
Followers 6
16%
18%
12%
46
27
19
34%
32%
37%
44
32
12
33%
38%
24%
16
7
9
12%
8%
18%
8
3
5
6%
4%
10%
TOTAL RESPONSE
135
84
51
Mean
3,41
3,52
3,24
Totally agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Totally disagree (1)
30
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q. 5.0.3 I only commit to sustainability because the organization I work for requests this of me Total 2
Leaders 2
1%
2%
4
1
3
3%
1%
6%
16
8
8
12%
10%
16%
38
23
15
28%
27%
29%
75
50
25
56%
60%
49%
TOTAL RESPONSE
135
84
51
Mean
1,67
1,6
1,78
Totally agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Totally disagree (1)
31
Creating sustainable value at the crossroads of marketing
Followers
Š 2011 Deloitte The Netherlands
Q. 5.0.4 The increasing demand of consumers for an organization to act sustainably is the reason that sustainability is integrated into the organization where I work.
Totally agree (5)
Agree (4)
Total 8
Leaders 6
Followers 2
6%
7%
4%
50
25
25
38%
31%
51%
v Neither agree nor disagree (3)
30
20
10
23%
25%
20%
27
19
8
21%
23%
16%
15
11
4
12%
14%
8%
5
3
2
4%
4%
4%
TOTAL RESPONSE
135
84
51
Mean
3,07
2,95
3,27
Disagree (2)
Totally disagree (1)
I don't know
32
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.5.0.5 The reason that I am committed to sustainable marketing comes mainly from a profit objective.
Totally agree (5)
Total 2
Leaders
1%
Agree (4)
Followers 2 4%
19
12
7
14%
14%
14%
37
24
13
27%
29%
25%
48
29
19
36%
35%
37%
29
19
10
21%
23%
20%
TOTAL RESPONSE
135
84
51
Mean
2,39
2,35
2,45
Neither agree nor disagree (3)
Disagree (2)
Totally disagree (1)
33
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.5.0.6 Marketers have a great social responsibility in their work.
Totally agree (5)
Agree (4)
Total 46
Leaders 33
Followers 13
34%
39%
25%
69
37
32
51%
44%
63% v
Neither agree nor disagree (3)
16
11
5
12%
13%
10%
4
3
1
3%
4%
2%
TOTAL RESPONSE
135
84
51
Mean
4,16
4,19
4,12
Disagree (2)
34
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.5.0.7 Examples of successful sustainable marketers have encouraged me to apply sustainability into my own work. Total 6
Leaders 4
Followers 2
5%
5%
4%
31
17
14
23%
21%
27%
37
27
10
28%
33%
20%
41
21
20
31%
26%
39%
18
13
5
14%
16%
10%
2
2
1%
2%
TOTAL RESPONSE
135
84
51
Mean
2,74
2,73
2,76
Totally agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Totally disagree (1)
I don't know
35
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.5.0.8 I see sustainability as an opportunity to innovate. Total 66
Leaders 45
Followers 21
49%
54%
41%
60
34
26
44%
40%
51%
4
3
1
3%
4%
2%
5
2
3
4%
2%
6%
TOTAL RESPONSE
135
84
51
Mean
4,39
4,45
4,27
Totally agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
36
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.5.1.1 I don't pay a lot of attention to sustainable marketing because it is just a hype.
Disagree (2)
Totally disagree (1)
TOTAL RESPONSE Mean
Total 5
Laggards 5
83%
83%
1
1
17%
17%
6
6
1,83
1,83
Q.5.1.2 I pay little atention to sustainability because I am not provided the tools to put it into practice.
Agree (4)
Disagree (2)
Totally disagree (1)
TOTAAL RESPONSE Mean
37
Creating sustainable value at the crossroads of marketing
Total 3
Laggards 3
50%
50%
2
2
33%
33%
1
1
17%
17%
6
6
2,83
2,83
Š 2011 Deloitte The Netherlands
Q.5.1.3 I pay little attention to sustainable marketing because I doubt the value that customers see. Neither agree nor disagree (3) Disagree (2)
Total 1
Laggards 1
17%
17%
4
4
67%
67%
1
1
17%
17%
TOTAL RESPONSE
6
6
Mean
2
2
Total 92
Leaders 43
Followers 21
Laggards 24
46%
51%
41%
46%
79
30
26
16
39%
36%
51%
31%
Totally disagree (1)
Q.6.0.1 How do you assess image on: responsible vs. Unresponsible Responsible(5)
4 (4)
3 (3)
2 (2)
26
9
4
10
13%
11%
8%
19%
4
2
2
2%
2%
4%
Unresponsible (1)
TOTAL RESPONSE
201
84
51
52
Mean
4,29
4,36
4,33
4,19
38
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.2 How do you assess image on: temporary trend vs. fixed position?
Temporary trend (5)
Total 1
Leaders
Followers
1%
4 (4)
Laggards 1 2%
15
6
8
7%
7%
15%
28
8
5
13
14%
10%
10%
25%
81
33
21
19
40%
39%
41%
37%
76
37
25
11
38%
44%
49%
21%
TOTAL RESPONSE
201
84
51
52
Mean
1,93
1,8
1,61
2,4
3 (3)
2 (2)
Fixed position (1)
39
Creating sustainable value at the crossroads of marketing
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Q.6.0.3 How do you assess image on: hidden agenda vs. non-hidden agenda? Total 14
Leaders 4
Followers 3
Laggards 6
7%
5%
6%
12%
48
16
12
16
24%
19%
24%
31%
62
26
17
13
31%
31%
33%
25%
39
20
8
9
19%
24%
16%
17%
38
18
11
8
19%
21%
22%
15%
TOTAL RESPONSE
201
84
51
52
Mean
2,81
2,62
2,76
3,06
Hidden agenda (5)
4 (4)
3 (3)
2 (2)
Non-hidden agenda (1)
40
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Q.6.0.4 How do you assess image on: trendy vs. old fashioned? Total 36
Leaders 20
Followers 8
Laggards 4
18%
24%
16%
8%
88
32
21
27
44%
38%
41%
52%
64
26
17
19
32%
31%
33%
37%
11
5
4
2
5%
6%
8%
4%
2
1
1
1%
1%
2%
TOTAL RESPONSE
201
84
51
52
Mean
3,72
3,77
3,61
3,63
Trendy (5)
4 (4)
3 (3)
2 (2)
Old-fashioned (1)
41
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Q.6.0.5 How do you assess image on: idealistic vs. commercial? Total 14
Leaders 6
Followers 2
Laggards 4
7%
7%
4%
8%
47
12
15
16
23%
14%
29%
31%
92
47
22
18
46%
56%
43%
35%
40
15
11
11
20%
18%
22%
21%
8
4
1
3
4%
5%
2%
6%
TOTAL RESPONSE
201
84
51
52
Mean
3,09
3,01
3,12
3,13
Idealistic (5)
4 (4)
3 (3)
2 (2)
Commercial (1)
42
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Q.6.0.6 How do you assess image on: necessity vs. non-necessity?
Necessity (5)
4 (4)
3 (3)
2 (2)
Non-necessity (1)
Total 98
Leaders 49
Followers 24
Laggards 20
49%
58%
47%
38%
72
26
18
21
36%
31%
35%
40%
22
8
4
8
11%
10%
8%
15%
8
1
4
3
4%
1%
8%
6%
1
1
1%
2%
TOTAL RESPONSE
201
84
51
52
Mean
4,28
4,46
4,18
4,12
43
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.7 How do you assess image on: long term thinking vs. short term thinking?
Long term thinking (5)
4 (4)
3 (3)
2 (2)
Short term thinking (1)
Total 116
Leaders 53
Followers 31
Laggards 24
58%
63%
61%
46%
62
20
13
24
31%
24%
25%
46%
16
8
5
2
8%
10%
10%
4%
6
3
1
2
3%
4%
2%
4%
1
1
1%
2%
TOTAL RESPONSE
201
84
51
52
Mean
4,42
4,46
4,41
4,35
44
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.8 How do you assess image on: sincere vs. insicere?
Total 43
Leaders 21
Followers 12
Laggards 9
21%
25%
24%
17%
71
28
24
13
35%
33%
47%
25%
53
18
11
19
26%
21%
22%
37%
29
13
4
10
14%
15%
8%
19%
5
4
1
2%
5%
2%
TOTAL RESPONSE
201
84
51
52
Mean
3,59
3,58
3,86
3,37
Sincere (5)
4 (4)
3 (3)
2 (2)
Insicere (1)
45
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.9 How do you assess image on: environmentally friendly vs. environmentally unfriendly?
Total 64
Leaders 27
Followers 18
Laggards 17
32%
32%
35%
33%
98
37
25
25
49%
44%
49%
48%
37
18
8
10
18%
21%
16%
19%
2
2
1%
2%
TOTAL RESPONSE
201
84
51
52
Mean
4,11
4,06
4,2
4,13
Environmentally friendly (5)
4 (4)
3 (3)
2 (2)
Environmentally unfriendly (1)
46
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.10 How do you assess image on: ethical vs. unethical? Total 67
Leaders 32
Followers 18
Laggards 15
33%
38%
35%
29%
94
37
25
25
47%
44%
49%
48%
37
14
7
11
18%
17%
14%
21%
3
1
1
1
1%
1%
2%
2%
TOTAL RESPONSE
201
84
51
52
Mean
4,12
4,19
4,18
4,04
Ethical (5)
4 (4)
3 (3)
2 (2)
Unethical (1)
47
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.11 How do you assess image on: efficient vs. inefficient?
Efficient (5)
4 (4)
3 (3)
2 (2)
Inefficient (1)
Total 24
Leaders 14
Followers 4
Laggards 5
12%
17%
8%
10%
56
22
20
11
28%
26%
39%
21%
88
34
20
26
44%
40%
39%
50%
31
14
6
9
15%
17%
12%
17%
2
1
1
1%
2%
2%
TOTAL RESPONSE
201
84
51
52
Mean
3,34
3,43
3,39
3,19
48
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.12 How do you assess image on: realistic vs. unrealistic? Total 33
Leaders 17
Followers 8
Laggards 6
16%
20%
16%
12%
90
39
23
23
45%
46%
45%
44%
62
19
19
18
31%
23%
37%
35%
15
8
1
5
7%
10%
2%
10%
1
1
1%
1%
TOTAL RESPONSE
201
84
51
52
Mean
3,69
3,75
3,75
3,58
Realistic (5)
4 (4)
3 (3)
2 (2)
Unrealistic (1)
49
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.13 How do you assess image on: expensive vs. cheap? Total 15
Leaders 10
Followers 1
Laggards 4
7%
12%
2%
8%
82
21
26
28
41%
25%
51%
54%
96
46
24
19
48%
55%
47%
37%
5
5
2%
6%
3
2
1
1%
2%
2%
TOTAL RESPONSE
201
84
51
52
Mean
3,5
3,38
3,55
3,65
Expensive (5)
4 (4)
3 (3)
2 (2)
Cheap (1)
50
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.6.0.14 How do you assess image on: stakeholder vs. shareholder value?
Total 35
Leaders 18
Followers 11
Laggards 5
17%
21%
22%
10%
55
25
14
12
27%
30%
27%
23%
75
25
17
26
37%
30%
33%
50%
27
11
7
7
13%
13%
14%
13%
9
5
2
2
4%
6%
4%
4%
TOTAL RESPONSE
201
84
51
52
Mean
3,4
3,48
3,49
3,21
Stakeholder (5)
4 (4)
3 (3)
2 (2)
Shareholder (1)
51
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.7.0 Are there specific successes from sustainabile marketing in your organization?
Yes
No
Don't know
TOTAL RESPONSE
52
Creating sustainable value at the crossroads of marketing
Total 96
Leaders 57
Followers 25
Laggards 14
51%
68%
49%
27%
49
15
12
22
26%
18%
24%
42%
42
12
14
16
22%
14%
27%
31%
187
84
51
52
Š 2011 Deloitte The Netherlands
Q.7.2 To which of the following subjects / theme does this relate to? Total 67 70%
Leaders 45 79%
Followers 12 48%
Laggards 10 71%
Product policy
66 69%
36 63%
20 80%
10 71%
Innovation
61 64%
37 65%
18 72%
6 43%
Client/Consumer
53 55%
33 58%
14 56%
6 43%
Environmental impact
52 54%
27 47%
17 68%
8 57%
Raw material use
49 51%
23 40%
16 64%
10 71%
Energy
46 48%
25 44%
13 52%
8 57%
Partnerships
45 47%
32 56%
10 40%
3 21%
Stakeholders
40 42%
23 40%
11 44%
6 43%
Chain policy
36 38%
19 33%
11 44%
6 43%
Brand and communication policy
53
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.7.2 To which of the following subjects / theme does this relate to? Internal branding
Social media policy
Sourcing
Distribution channel policy
Charity
Trade
Pricing
Cooperatives
Other
Don't know
TOTAL RESPONSE
54
Creating sustainable value at the crossroads of marketing
Total 32
Leaders 19
Followers 8
Laggards 5
33%
33%
32%
36%
30
25
2
3
31%
44%
8%
21%
28
17
9
2
29%
30%
36%
14%
23
13
7
3
24%
23%
28%
21%
21
10
8
3
22%
18%
32%
21%
20
11
6
3
21%
19%
24%
21%
17
8
6
3
18%
14%
24%
21%
17
9
5
3
18%
16%
20%
21%
4
3
1
4%
5%
4%
1
1
1%
7%
708
415
194
99
Š 2011 Deloitte The Netherlands
Q.8.0.1 The success of sustainability marketing is dependent on different internal and external stakholders
Total 43
Leaders 20
Followers 11
Laggards 12
24%
24%
22%
24%
118
54
31
33
64%
66%
61%
66%
16
5
7
4
9%
6%
14%
8%
6
3
2
1
3%
4%
4%
2%
4
2
2
2%
2%
4%
TOTAL RESPONSE
187
84
51
52
Mean
4,08
4,11
4
4,12
Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
55
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.2 The success of sustainability marketing originates from the necessity to change Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
Total 26
Leaders 14
Followers 7
Laggards 5
14%
17%
14%
10%
104
46
31
27
56%
55%
61%
52%
29
11
7
11
16%
13%
14%
21%
24
12
6
6
13%
14%
12%
12%
3
3
2%
6%
1
1
1%
1%
TOTAL RESPONSE
187
84
51
52
Mean
3,68
3,75
3,76
3,48
56
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.3 Sustainability is dependent on the sincerity for sustainable acting Total 71
Leaders 36
Followers 20
Laggards 15
39%
44%
39%
29%
87
37
25
25
47%
45%
49%
49%
19
6
6
7
10%
7%
12%
14%
7
3
4
4%
4%
8%
3
2
1
2%
2%
2%
TOTAL RESPONSE
187
84
51
52
Mean
4,21
4,29
4,27
4
Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
57
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.4 Costs are the main barrier for companies to become more sustainable Total 16
Leaders 8
Followers 6
Laggards 2
9%
10%
12%
4%
86
35
28
23
47%
43%
55%
46%
33
19
5
9
18%
23%
10%
18%
39
16
11
12
21%
20%
22%
24%
9
4
1
4
5%
5%
2%
8%
4
2
2
2%
2%
4%
TOTAL RESPONSE
187
84
51
52
Mean
3,33
3,33
3,53
3,14
Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
58
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.5 A sustainable vision can only succeed if it is supported by the entire organization Total 51
Leaders 28
Followers 14
Laggards 9
27%
34%
27%
17%
99
37
32
30
53%
45%
63%
58%
12
3
2
7
6%
4%
4%
13%
21
14
2
5
11%
17%
4%
10%
3
1
1
1
2%
1%
2%
2%
1
1
1%
1%
TOTAL RESPONSE
187
84
51
52
Mean
3,94
3,93
4,1
3,79
Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
59
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.6 Only if there is a good subsidy option companies will swith to a more sustainable approach
Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
Total 5
Leaders 1
Followers 1
Laggards 3
3%
1%
2%
6%
13
4
8
1
7%
5%
16%
2%
47
23
11
13
25%
27%
22%
25%
76
32
21
23
41%
38%
41%
45%
45
24
10
11
24%
29%
20%
22%
1
1
1%
2%
TOTAL RESPONSE
187
84
51
52
Mean
2,23
2,12
2,39
2,25
60
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.7 Sustainability is dependent on the way it is communicated Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
Total 25
Leaders 13
Followers 7
Laggards 5
13%
15%
14%
10%
94
45
27
22
51%
54%
53%
43%
25
12
4
9
13%
14%
8%
18%
34
12
11
11
18%
14%
22%
22%
8
2
2
4
4%
2%
4%
8%
1
1
1%
2%
TOTAL RESPONSE
187
84
51
52
Mean
3,51
3,65
3,51
3,25
61
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.8 The risk associated to becoming more sustainable are currently too large for companies Total 2
Leaders 1
Followers 1
1%
1%
2%
24
9
6
9
13%
11%
12%
18%
50
18
16
16
28%
23%
33%
32%
71
32
20
19
40%
41%
41%
38%
71
32
20
19
40%
41%
41%
38%
9
5
2
2
5%
6%
4%
4%
TOTAL RESPONSE
187
84
51
52
Mean
2,41
2,25
2,51
2,56
Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
62
Creating sustainable value at the crossroads of marketing
Laggards
Š 2011 Deloitte The Netherlands
Q.8.0.9 Sustainable marketing demands different management than currently utilized Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
Total 38
Leaders 23
Followers 8
Laggards 7
21%
28%
16%
14%
103
41
34
28
56%
49%
67%
57%
25
10
7
8
14%
12%
14%
16%
16
9
2
5
9%
11%
4%
10%
1
1
1%
2%
4
1
3
2%
1%
6%
TOTAL RESPONSE
187
84
51
52
Mean
3,88
3,94
3,94
3,71
63
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.8.0.10 Sustainability is an opportunity to bring innovations to the market Entirely agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Entirely disagree (1)
Don't know
Total 65
Leaders 33
Followers 21
Laggards 11
35%
39%
41%
22%
100
44
25
31
54%
52%
49%
61%
17
6
4
7
9%
7%
8%
14%
2
1
1
1%
2%
2%
2
1
1
1%
1%
2%
1
1
1%
2%
TOTAL RESPONSE
187
84
51
52
Mean
4,2
4,29
4,29
3,98
64
Creating sustainable value at the crossroads of marketing
Š 2011 Deloitte The Netherlands
Q.9.0 To which extent do you experience barriers in your own organization for more sustainable marketing?
Total 4
Leaders 2
Followers 2
2%
3%
4%
60
25
19
16
35%
31%
41%
36%
50
19
11
20
29%
24%
24%
45%
32
18
8
6
19%
23%
17%
14%
24
16
6
2
14%
20%
13%
5%
17
4
5
8
9%
5%
10%
15%
TOTAL RESPONSE
187
84
51
52
Mean
2,93
2,74
3,07
3,14
Very high number of barriers (5)
High number of barriers (4)
Some barriers (3)
Low number of barriers (2)
Very low number of barriers (1)
Don't know
65
Laggards
Š 2011 Deloitte The Netherlands
Q.12.0 How do you expect that sustainable marketing will develop in the future?
The importance of sustainable marketing will increase
The importance of sustainable marketing will remain the same
The importance of sustainable marketing will decrease
Don't know
TOTAL RESPONSE
66
Total 164
Leaders 77
Followers 46
Laggards 41
88%
92%
90%
79%
14
4
3
7
7%
5%
6%
13%
7
2
1
4
4%
2%
2%
8%
2
1
1
1%
1%
2%
187
84
51
52
Š 2011 Deloitte The Netherlands
Q.13.0 What is your gender? Male
Female
TOTAL RESPONSE
Total 91
Leaders 36
Followers 22
Laggards 29
45%
43%
43%
56%
110
48
29
23
55%
57%
57%
44%
201
84
51
52
Total 13
Leaders 5
Followers 3
Laggards 4
6%
6%
6%
8%
Q.13.1 What is your age? 18-30
31-50
51-65
Not given
TOTAL RESPONSE
67
162
66
41
43
81%
79%
80%
83%
22
11
7
3
11%
13%
14%
6%
4
2
2
2%
2%
4%
201
84
51
52
Š 2011 Deloitte The Netherlands
Q.13.2 In which sector do you work?
Banks, insurance
Total 2 1%
Leaders 1 1%
Followers
Laggards 1 2%
2 4%
1 2%
Coaching, training, education
4 2%
Communication
11 5%
5 6%
3 6%
1 2%
Consultancy
26 13%
19 23%
2 4%
5 10%
Detail, retail
6 3%
1 1%
1 2%
4 8%
Various - Self-employed/Freelance/Interim
11 5%
3 4%
2 4%
3 6%
Energy
7 3%
3 4%
2 4%
1 2%
Financial services
15 7%
4 5%
5 10%
5 10%
FMCG
26 13%
7 8%
12 24%
7 13%
Food
18 9%
7 8%
6 12%
4 8%
ICT
5 2%
3 4%
2 4%
Industry
4 2%
1 1%
3 6%
Climate control
4 2%
2 2%
Logistics
4 2%
68
2 4% 2 4%
1 2%
Š 2011 Deloitte The Netherlands
Q.13.2 In which sector do you work? Total 2 1%
Leaders
Followers 2 4%
Non profit
7 3%
6 7%
1 2%
Education
5 2%
4 5%
1 2%
Telecom
5 2%
3 4%
2 4%
Publishing
5 2%
2 2%
2 4%
Professional services
19 9%
8 10%
Healthcare
7 3%
2 2%
Technology
7 3%
2 2%
3 6%
2 4%
Other
25 12%
12 14%
6 12%
6 12%
Different
1 1%
Don't know / does not want to disclose
9 4%
4 5%
1 2%
4 8%
TOTAL RESPONSE
235
99
62
60
Media
69
6 12%
Laggards
4 8% 5 10%
Š 2011 Deloitte The Netherlands
Function Marketing
Sustainability
Marketing & Sustainability
TOTAL RESPONSE
70
Total Leaders Followers Laggards 119 39 32 48 59,20%
46,43%
62,75%
92,31%
5
5
2,49%
5,95%
63
40
19
4
31,34%
47,62%
37,25%
7,69%
187
84
51
52
Š 2011 Deloitte The Netherlands
Themes Brand and communication policy
Total 152 75,62%
68 80,95%
43 84,31%
Laggards 41 78,85%
Product policy
156 77,61%
73 86,90%
43 84,31%
40 76,92%
Pricing
75 37,31%
31 36,90%
24 47,06%
20 38,46%
Distribution channel policy
105 52,24%
46 54,76%
26 50,98%
33 63,46%
Social media policy
86 42,79%
39 46,43%
23 45,10%
24 46,15%
Energy
132 65,67%
60 71,43%
33 64,71%
39 75,00%
Internal branding
100 49,75%
48 57,14%
27 52,94%
25 48,08%
Environmental impact
142 70,65%
65 77,38%
39 76,47%
38 73,08%
Innovation
135 67,16%
63 75,00%
35 68,63%
37 71,15%
Sourcing
110 54,73%
51 60,71%
32 62,75%
27 51,92%
71
Leaders
Followers
Š 2011 Deloitte The Netherlands
Themes Total Trade
Supply chain policy
Stakeholders
Partnerships
Client/consumer
Cooperations
Good causes
Use of resources / raw materials
TOTAL RESPONSE
72
Leaders
Followers Laggards 22 23
78
33
38,81%
39,29%
43,14%
44,23%
124
62
30
32
61,69%
73,81%
58,82%
61,54%
107
51
30
26
53,23%
60,71%
58,82%
50,00%
118
58
26
34
58,71%
69,05%
50,98%
65,38%
124
57
36
31
61,69%
67,86%
70,59%
59,62%
70
33
20
17
34,83%
39,29%
39,22%
32,69%
93
44
22
27
46,27%
52,38%
43,14%
51,92%
144
64
41
39
71,64%
76,19%
80,39%
75,00%
2051
946
552
553
Š 2011 Deloitte The Netherlands
Barriers in own organization Total 64
27
21
Laggards 16
31,84%
32,14%
41,18%
30,77%
Many barriers
Few barriers
Leaders
Followers
56
34
14
8
27,86%
40,48%
27,45%
15,38%
TOTAL RESPONSE
120
61
35
24
59,70%
72,62%
68,63%
46,15%
Future of sustainability Total 164
77
46
Laggards 41
81,59%
91,67%
90,20%
78,85%
14
4
3
7
6,97%
4,76%
5,88%
13,46%
Importance increases
Importance neither increases nor decreases
Importance decreases
Leaders
Followers
7
2
1
4
3,48%
2,38%
1,96%
7,69%
185
83
50
52
TOTAL RESPONSE
Gender Total Male
Female
TOTAL RESPONSE
73
91
Leaders 36
Followers 22
Laggards 29
45,27%
42,86%
43,14%
55,77%
110
48
29
23
54,73%
57,14%
56,86%
44,23%
201
84
51
52
Š 2011 Deloitte The Netherlands
Appendix – Study on Buyers
Q. 8.1 : I only commit to sustainability because my employers asks me to.
Leaders
Followers
Laggards
Fully disagree (5)
60,6%
30,6%
21,6%
4
21,1%
43,4%
21,6%
3
7,0%
12,1%
27,5%
2
7,0%
9,2%
13,7%
Fully agree (1)
1,4%
2,9%
9,8%
Not Applicable
2,8%
1,7%
5,9%
4,4
3,9
3,3
Leaders
Followers
Laggards
Fully disagree (5)
5,6%
12,1%
7,8%
4
18,3%
20,8%
33,3%
3
33,8%
32,4%
17,6%
2
29,6%
26,6%
27,5%
Fully agree (1)
12,7%
6,9%
5,9%
Not Applicable
0,0%
1,2%
7,8%
2,7
3,0
3,1
MEAN
Q. 8.2: My inspiration to put effort into sustainable sourcing comes from an idealistic perspective.
MEAN
75
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Q. 8.3: Through sustainable sourcing I can improve the product quality. Leaders
Followers
Laggards
Fully disagree (5)
0,0%
3,5%
17,6%
4
2,8%
7,5%
17,6%
3
19,7%
27,2%
33,3%
2
45,1%
48,0%
19,6%
Fully agree (1)
31,0%
11,6%
3,9%
Not Applicable
1,4%
2,3%
7,8%
1,9
2,4
3,3
MEAN
Q. 8.4: I don't pay a lot of atention to sustainable sourcing because it is merely a hype. Leaders
Followers
Laggards
Fully disagree (5)
85,9%
54,9%
13,7%
4
9,9%
36,4%
27,5%
3
0,0%
2,9%
43,1%
2
0,0%
2,3%
7,8%
Fully agree (1)
0,0%
1,2%
3,9%
Not Applicable
4,2%
2,3%
3,9%
4,9
4,4
3,4
MEAN
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Q. 8.5: Buyers have a great social responsibility in their daily work. Leaders
Followers
Laggards
Fully disagree (5)
0,0%
1,7%
5,9%
4
2,8%
4,6%
13,7%
3
5,6%
16,2%
27,5%
2
40,8%
50,9%
39,2%
Fully agree (1)
50,7%
24,9%
9,8%
Not Applicable
0,0%
1,7%
3,9%
1,6
2,1
2,7
MEAN
Q. 8.6: Examples of successful sustainable buyers have inspired me to integrate sustainability in my daily work. Leaders
Followers
Laggards
Fully disagree (5)
12,7%
12,7%
29,4%
4
15,5%
24,9%
27,5%
3
23,9%
33,5%
13,7%
2
31,0%
20,2%
13,7%
Fully agree (1)
11,3%
3,5%
0,0%
Not Applicable
5,6%
5,2%
15,7%
2,9
3,2
3,9
MEAN
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Q. 13: To what extent do you feel that the sustainability vision is supported by the organization / management? Leaders
Followers
Laggards
No support at all (5)
1,4%
1,2%
19,6%
4
9,9%
16,8%
23,5%
3
8,5%
31,8%
35,3%
2
42,3%
34,1%
15,7%
Fully suppoted (1)
33,8%
14,5%
0,0%
Not Applicable
4,2%
1,7%
5,9%
Q. 14: To what extent does this vision relate with the (short / long term) goals of the organization? Leaders
Followers
Laggards
Not related at all (5)
1,4%
1,7%
13,7%
4
5,6%
11,0%
13,7%
3
14,1%
22,5%
39,2%
2
31,0%
38,2%
19,6%
Very related (1)
43,7%
24,3%
3,9%
Not Applicable
4,2%
2,3%
9,8%
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Q. 15: To what extent do you experience barriers in your own organization in the sustainable sourcing process? Leaders
Followers
Laggards
No barriers at all (5)
25,4%
6,9%
3,9%
4
26,8%
26,6%
15,7%
3
22,5%
31,8%
21,6%
2
18,3%
26,6%
37,3%
Many barriers (1)
1,4%
5,2%
9,8%
Not Applicable
5,6%
2,9%
11,8%
Q. 18.1 : Sustainable sourcing leads to increasing profits Leaders
Followers
Laggards
Fully disagree (5)
2,8%
4,6%
23,5%
4
9,9%
8,7%
23,5%
3
38,0%
45,1%
29,4%
2
36,6%
30,6%
15,7%
Fully agree (1)
5,6%
2,9%
2,0%
Not Applicable
7,0%
8,1%
2,0%
2,7
2,8
3,6
MEAN
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Q. 18.2 : Sustainable sourcing leads to an expanding market
Leaders
Followers
Laggards
Fully disagree (5)
1,4%
4,6%
19,6%
4
11,3%
8,7%
19,6%
3
25,4%
35,3%
31,4%
2
43,7%
38,2%
25,5%
Fully agree (1)
9.9%
6,4%
2,0%
Not Applicable
8,5%
6,9%
2,0%
2,5
2,6
3,3
Leaders
Followers
Laggards
Fully disagree (5)
0,0%
4,0%
17,6%
4
11,3%
8,7%
23,5%
3
35,2%
37,6%
29,4%
2
32,4%
36,4%
25,5%
Fully agree (1)
12,7%
5,8%
2,0%
Not Applicable
8,5%
7,5%
2,0%
2,5
2,7
3,3
MEAN Q. 18.3 : Sustainable sourcing leads to an increasing marketshare
MEAN
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Q. 18.4 : Sustainable sourcing could reduce costprice Leaders
Followers
Laggards
Fully disagree (5)
0,0%
4,0%
11,8%
4
16,9%
17,3%
25,5%
3
35,2%
29,5%
43,1%
2
29,6%
35,8%
15,7%
Fully agree (1)
16,9%
11,6%
3,9%
Not Applicable
1,4%
0,0%
1,7%
2,5
2,7
3,3
Leaders
Followers
Laggards
Fully disagree (5)
1,4%
4,0%
5,9%
4
4,2%
5,8%
3,9%
3
11,3%
20,8%
31,4%
2
36,6%
45,7%
52,9%
Fully agree (1)
43,7%
22,5%
5,9%
Not Applicable
2,8%
1,2%
0,0%
1,8
2,2
2,5
MEAN Q. 18.5 : Sustainable sourcing stimulates long-term relationships
MEAN
81
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Q. 18.6 : Sustainable sourcing creates added value Leaders
Followers
Laggards
Fully disagree (5)
0,0%
1,7%
7,8%
4
1,4%
1,7%
2,0%
3
2,8%
7,5%
33,3%
2
47,9%
64,7%
51,0%
Fully agree (1)
47,9%
23,7%
5,9%
Not Applicable
0,0%
0,6%
0,0%
1,6
1,9
2,5
MEAN Q. 18.7 : Sustainable sourcing stimulates innovation
Leaders
Followers
Laggards
Fully disagree (5)
0,0%
1,7%
3,9%
4
1,4%
2,9%
0,0%
3
8,5%
8,7%
21,6%
2
35,2%
44,5%
52,9%
Fully agree (1)
54,9%
42,2%
21,6%
Not Applicable
0,0%
0,0%
0,0%
1,6
1,8
2,1
MEAN
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Q. 18.8 : Sustainable sourcing improves the quality of the product or service Leaders
Followers
Laggards
Fully disagree (5)
0,0%
2,3%
13,7%
4
5,6%
5,2%
19,6%
3
23,9%
38,7%
49,0%
2
42,3%
42,8%
15,7%
Fully agree (1)
28,2%
10,4%
2,0%
Not Applicable
0,0%
0,6%
0,0%
2,1
2,3
2,6
MEAN Q. 18.9 : Sustainable sourcing is the driver for sustainable entrepreneurship
Leaders
Followers
Laggards
Fully disagree (5)
1,4%
1,7%
9,8%
4
2,8%
14,5%
3,9%
3
16,9%
18,5%
37,3%
2
45,1%
43,4%
35,3%
Fully agree (1)
33,8%
21,4%
13,7%
Not Applicable
0,0%
0,6%
0,0%
1,9
2,3
2,6
MEAN
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Q. 18.10 : Sustainable sourcing stimulates chain management
Leaders
Followers
Laggards
Fully disagree (5)
0,0%
1,2%
3,9%
4
1,4%
3,5%
2,0%
3
9,9%
16,8%
27,5%
2
45,1%
53,2%
51,0%
Fully agree (1)
43,7%
25,4%
13,7%
Not Applicable
0,0%
0,0%
2,0%
1,7
2,0
2,3
Leaders
Followers
Laggards
Fully disagree (5)
0,0%
2,3%
11,8%
4
4,2%
8,1%
9,8%
3
18,3%
26,0%
41,2%
2
42,3%
51,4%
33,3%
Fully agree (1)
31,0%
10,4%
3,9%
Not Applicable
4,2%
1,7%
0,0%
2,0
2,4
2,9
MEAN Q. 18.11 : Sustainable sourcing creates a competitive advantage
MEAN
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Q. 19.1 : Sustainable sourcing makes sourcing unnecessarily expensive and complicated Leaders
Followers
Laggards
Fully disagree (5)
39,4%
28,9%
3,9%
4
45,1%
47,4%
25,5%
3
15,5%
17,3%
47,1%
2
0,0%
4,6%
17,6%
Fully agree (1)
0,0%
1,7%
5,9%
Not Applicable
0,0%
0,0%
0,0%
4,2
4,0
3,0
MEAN
Q. 19.2 :Sustainable sourcing will always be subordinate to the interests of the lowest price Leaders
Followers
Laggards
Fully disagree (5)
22,5%
14,5%
5,9%
4
42,3%
35,3%
15,7%
3
18,3%
27,2%
23,5%
2
16,9%
20,2%
33,3%
Fully agree (1)
0,0%
2,9%
21,6%
Not Applicable
0,0%
0,0%
0,0%
3,7
3,4
2,5
MEAN
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Q. 19.3 :Sustainable sourcing is driven from a purely economic interest Leaders
Followers
Laggards
Fully disagree (5)
22,5%
12,7%
7,8%
4
33,8%
40,5%
31,4%
3
21,1%
23,1%
31,4%
2
21,1%
21,4%
25,5%
Fully agree (1)
1,4%
2,3%
3,9%
Not Applicable
0,0%
0,0%
0,0%
3,5
3,4
3,1
MEAN
Q. 19.4 :Sustainability fits better with manufacturing companies, in the service industry it will never integrate into the core business Leaders
Followers
Laggards
Fully disagree (5)
39,4%
26,0%
11,8%
4
36,6%
45,1%
37,3%
3
16,9%
16,2%
17,6%
2
4,2%
8,1%
23,5%
Fully agree (1)
2,8%
2,9%
7,8%
Not Applicable
0,0%
1,7%
2,0%
4,1
3,8
3,2
MEAN
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Q. 19.5 :Sustainable sourcing is only an issue in booming economies Leaders
Followers
Laggards
Fully disagree (5)
38,0%
23,1%
11,8%
4
29,6%
45,7%
11,8%
3
25,4%
17,3%
33,3%
2
5,6%
13,3%
33,3%
Fully agree (1)
0,0%
0,6%
9,8%
Not Applicable
1,4%
0,0%
0,0%
4,0
3,8
2,0
MEAN
Q. 19.6 :My organization values sustainable sourcing but it does not know where to start Leaders
Followers
Laggards
Fully disagree (5)
52,1%
29,5%
19,6%
4
25,4%
34,7%
17,6%
3
11,3%
23,1%
31,4%
2
2,8%
6,4%
11,8%
Fully agree (1)
0,0%
2,3%
3,9%
Not Applicable
8,5%
4,0%
15,7%
4,4
3,9
3,4%
MEAN
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Q. 19.7 : We have started with sustainable sourcing but we still could do much more to integrate it into our daily work Leaders
Followers
Laggards
Fully disagree (5)
12,7%
3,5%
7,8%
4
5,6%
4,6%
13,7%
3
11,3%
19,7%
17,6%
2
39,4%
52,6%
27,5%
Fully agree (1)
19,7%
15,6%
5,9%
Not Applicable
11,3%
4,0%
27,5%
2,5
2,9
2,2
MEAN
Q. 19.8 :I don't pay a lot of attention to sustainable sourcing (yet) because my clients do not see the added value (yet) Leaders
Followers
Laggards
Fully disagree (5)
42,3%
20,8%
7,8%
4
29,6%
36,4%
15,7%
3
16,9%
24,3%
29.4%
2
2,8%
14,5%
29,4%
Fully agree (1)
2,8%
1,7%
15,7%
Not Applicable
5,6%
2,3%
2,0%
4,1
3,6
2,7
MEAN
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Q. 19.9 :My organization focuses on sustainable sourcing to secure safety and quality of our raw materials Leaders
Followers
Laggards
Fully disagree (5)
8,5%
9,8%
13,7%
4
9,9%
19,1%
21,6%
3
28,2%
28,3%
25,5%
2
23,9%
17,3%
2,0%
Fully agree (1)
11,3%
5,2%
2,0%
Not Applicable
18,3%
20,2%
35,3%
2,8
3,1
3,7
MEAN
Q. 19.10 :Internally we have our business sorted out, now we just need our suppliers to join us Leaders
Followers
Laggards
Fully disagree (5)
15,5%
13,3%
29,4%
4
29,6%
39,9%
23,5%
3
40,8%
33,5%
21,6%
2
5,6%
6,4%
5,9%
Fully agree (1)
1,4%
2,3%
2,0%
Not Applicable
7,0%
4,6%
17,6%
3,6
3,6
3,9
MEAN
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FOR DELOITTE
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