Order Instructions:
Sustainability
Corporate sustainability is an issue that continues to garner increased attention and importance for shareholders, consumers, and companies alike. Since 2004, Corporate Knights, a Canadian media firm, has published a list of the top 100 sustainable companies in the world. The efforts and profits among those highest on the list demonstrate that companies are increasingly able to adopt strategies that are socially and environmentally responsible and financially lucrative. Consider Umicore, the top company on Corporate Knight’s 2013 Global 100 list.
Umicore is a Belgian-based materials technology firm recognized for its treatment of their employees, the products it produces, its profitability, and its efficiency. According to Doug Marrow, Corporate Knight’s vice president of research, “Relative to its global peers in the materials industry group, the company squeezes more revenue out of each resource input (including energy and water), while generating less externalities (greenhouse gas emissions and waste)” (Smith, 2011). However, Umicore’s efforts extend beyond its own sustainability strategies. According to Morrow, “They generate over half of their revenue by selling products that help other firms improve their sustainability performance, such as energy efficiency” (Smith, 2011). The company has, in effect, created a comprehensive business model based on sustainability.
To prepare, consider the implications of expanding the definition of sustainability to include economic and social elements. Think about how implementing a strategy for improving sustainability can benefit the organization you chose for your SSP.
Instruction
By Day 5 of Week 6, read all of your colleagues’ posts and respond to two colleague in one of the following ways:
•Offer insight into an additional systemic benefit of one of the actions proposed by your colleagues.
•Provide insight on any potential obstacles to implementing actions proposed by your colleagues.
•Provide an alternative action that your colleagues’ chosen organizations can take to implement a strategy for achieving sustainability.
•Refute or support the relationships among sustainability and other organizational goals identified by your colleagues.
•Answer one of the questions posed by your colleagues in their posts.
Colleague #1 (Lachaundra)
P&G Sustainability Goals
In 2010, Procter & Gamble (P&G), the largest consumer goods company in the world, publicized its sustainability goals with 2020 targeted as the completion year: (1) 100% renewable energy used to power plants, (2) 100% renewable or recycled materials for products and packages, (3) zero consumer and manufacturing waste related to products going into landfills, and (4) design and sell products that delight consumers while maximizing the conservation of resources (Procter & Gamble Sustainability Report, 2010).
P&G Sustainability Goals Benefits
• 100% renewable energy used to power plants
o For P&G the plan is that by 2020 all energy powering its manufacturing plants will be obtained from renewable sources or power from a grid that is generated by renewable sources (Procter & Gamble Sustainability Report, 2010).. Facilities that run on renewable energy usually require less maintenance than traditional facilities because their fuel is being derived from natural resources thereby reducing the costs of operation (Procter & Gamble Sustainability Report, 2010).. Additionally, renewable energy does not produce carbon dioxide or other chemical pollutants, so the impact to the environment is minimal (Procter & Gamble Sustainability Report, 2010).
• 100% renewable or recycled materials for products and packages
o By 2020, P&G aims to use renewable materials in the construction of their products and product packaging (Procter & Gamble Sustainability Report, 2010). The plan is to utilize materials from traditional sources like biomass and from biological processes like fermentation (Procter & Gamble Sustainability Report, 2010). Using renewable materials means that production will contribute to the destruction of critical ecosystems, loss of habitat for endangered species, or other detrimental impacts on the environment or human communities (Procter & Gamble Sustainability Report, 2010).
• Zero consumer and manufacturing waste going into landfills
o P&G plans to have all waste end up in a valued waste stream like recycling, composting, and waste-to-energy without toxic emissions (Procter & Gamble Sustainability Report, 2010). Currently waste is disposed of by recycling, composting, converting waste-to-energy, and landfills (Procter & Gamble Sustainability Report, 2010). The first three give value to the waste; however, waste in landfills have no value (Procter & Gamble Sustainability Report, 2010).
• Designing and selling products that delight consumers and conserve resources
o No later than 2020, P&G plans to help consumers reduce their individual environmental footprint by designing products that conserve resources (Procter & Gamble Sustainability Report, 2010). In those instances where consumer habit changes are required to deliver the environmental benefit, P&G intends to provide consumer education as part of the sustainability solution (Procter & Gamble Sustainability Report, 2010).
P&G Sustainability Goals & Organizational Goals: Connections
The power of P&G is not only in its large size, it is also in the company’s ability to influence the companies that supply the company’s goods, services, and raw materials (Environmental Responsibility, n.d.). Along with the sustainability goals P&G has set for 2020, it also developed a supplier sustainability assessment to help them look at the way in which their suppliers’ environmental performance is measured and evaluated (Environmental Responsibility, n.d.). Called the “Scorecard” the assessment tool also serves as a communication portal through which P&G can convey what is important to them and by extension should also be too important to their suppliers as well as gather feedback and ideas from the suppliers about P&G processes (Environmental Responsibility, n.d.).
Benefits of P&G Sustainability & Organizational Goal Connections
As a large company P&G has the technical expertise and other resources that their smaller suppliers don’t. P&G’s ability and willingness to share this expertise with their suppliers can aid in the suppliers’ performance and ultimately improve their own. While sharing expertise often requires additional investment upfront, it also leads to efficiencies that reduce costs in the long term. P&G through its Scorecard sets energy efficient targets that it expects its suppliers to meet and then offers research and consulting services to help the suppliers meet them.
P&G Sustainability Plan Ethical Implications
Though P&G enjoys considerable financial gains from their sustainability efforts and for the communities in which they operate, social equity has the clearest ethical connection to P&G, that of socio-economic fairness (Social Responsibility, n.d.). Wealthy countries have the ability to provide choices for sustainable living, while the poor countries do not. Recognizing this P&G’s sustainability plan is built upon the idea of solidarity with the poor and fostering economic development for them that will enhance sustainability (Social Responsibility, n.d.). P&G’s Pur aims to purify 2 billion liters of water in Africa and save 10,000 lives (Social Responsibility, n.d.). Its Beautiful Lengths program, under its Pantene brand, solicits locks of hair to be woven into wigs for women receiving cancer treatments (Social Responsibility, n.d.).
Extended Conversation
How much of an impact do mitigating factors like pricing impact the ability of a company to successfully implement a sustainability program? What could you contribute to the transition to more sustainable living? What ethical argument could persuade society to assume an obligation to preservation of the world for future generations?
References
Environmental Responsibility. (n.d.) Retrieved from http://www.pg.com/en_US/sustainability/environmental_sustainability/index.shtml
Procter & Gamble Sustainability Report. (2010). Retrieved from
http://www.pg.com/en_US/downloads/sustainability/reports/PG_2010_Sustainability_Report.pdf.
Social Responsibility. (n.d.) Retrieved from
http://www.pg.com/en_US/sustainability/social_responsibility/index.shtml
Colleague #2 (Geraldine)
Analyzing the Company Strategy Type
International Business Machines (IBM) Global is an IT consulting and manufacturing company, and about 431,212 employees globally including all industrialized countries. IBM focuses the great demands, competition, and technology advancement. Company strategies are business goals, customer-oriented portfolio strategy and human resource transformation (IBM.com, 2013). Their products and services serve the banking and financial institutes, public and governments, manufacturing, distribution, general industry, and other industries.
IBM revenue drop 2.3%, cut resources about 8,000 resources globally, and estimated 1.8% of the total workforce 2011. However, the net income grew 4.7% last year, due to organization change and restructuring. The rate of growth in restructuring charges has nearly doubled from $440 million to $803 million since the first year of Ginni Rometty. IBM declared cutting resources mainly resources were not qualified in particular to IBM new products and services offerings, such as storage, mobile computing, cyber security, and cloud computing (Cohen, 2013).
IBM value chain illustrates that Human Resource (HR) organization and operation is their weakest link, due to lack of differentiation between the same pool of competitor and consultants. However, IBM SWOT analysis illustrates an opportunity for IBM. As operations emerge the markets, it focuses heavily with the expansion of its presence in emerging markets, and this added significantly to its expansion and growth.
One of the company initiatives is improving the human resources process through more innovation. The time is crucial and costly, due to the risk and affect to business. Hiring skilled and qualified resources requires a standard and expedited hiring process, and as well as internal resources performance. IBM diverse workforces’ effort to implement a change initiative (Pelletier & Bligh, 2008) is vital. The company modified their hiring process, they are hiring key and qualified resources, providing resources tools to advance knowledge, promote innovation thinking to achieve shaping and driving common set of values and behaviors.
IBM business offerings are applications, data storage advancement, infrastructure management, networking enhancement, technical support, and consulting services. The consulting and services offerings are business process and IT infrastructure services, systems integration, and resources services. As these offering expand and technology advances, IBM other initiative is revisiting their current process and strategy confirming they are aligned and consistent with their customer-driven approach and objective (IBM, 2013). Trust in a continuously transformational management plan and initiative comes from expert leadership collaboration, guidance, communication and approval (Newman, 2012).
IBM strategic success is managing with proficiency in products and services. As they continue to adapt advance technologies, market and consumer needs, and maintains and continues to utilize acquisitions to expand product and services offering. As the demands produce growth in revenues, the organization exercised effective guidelines in order to sustain the industry’s performance. The guidelines are:
• The guideline is to rebuild the brand name. IBM clients and the consumers demand a product with great brand and quality, with this IBM brand name has exemplified. IBM is one of the major companies that invested to build and maintain their brand value with the help of talented leadership (Hind, Wilson, & Lenssen, 2009). Their leadership features are an advantage, but very fragile (Vassilikopoulou et al., 2009).
• The guideline is to determine and define factors to advance security management. For instance, IBM labels official website stability and opportunities for language. A change comes from the bottom, the above is not required to successfully embraced change initiatives, for framework as an opportunity to change is likely to be embrace and a framework as a threat is likely to prevent or oppose (Chreim, 2006). This guideline will assist analyzing its finding, validate compliance, and risk analysis to view the affect such as potential financial loss (Chen, Ganesan, & Liu, 2009).
• The guideline is to be more innovative and competitive. For example, IBM launched the smarter planet program; this is to provide the overall process, with the company’s co-brands services (DeSimone & Popoff, 2000). IBM’s plan is to identify and define problems in an automated process, real-time results, with this will be a great asset improving any organization infrastructure, and as well, as reduce energy, lower maintenance costs and improve data and workplace environment (Gungor & Gupta, 1999).
Stacey (2011) stated that industry model recommended taking risks and continuing to be sustainable. One of the risks is the company action of creating relationship and partnership with rival companies and another key company. IBM and Apple partnership objective is to provide broader product lines, as they restructure the company’s reputation, and explores new opportunities (IBM.com, 2013).
Extended Conversation
In regards to IBM and Apple partnership, the questions come to mind. Is it a negative or positive decision? What is the positive and negative effect to the internal resources? What will the profit show? In addition, in regards to the guidelines above, any suggestion for IBM?
References
Chen, Y., Ganesan, S., & Liu, Y. (2009). Does a firm’s product-recall strategy affect its financial value? An examination of
strategic alternatives during product-harmcrises. Journal of Marketing, 73(6), 214-226. doi:10.1509/jmkg.73.6.214.
Cohen, P. (2013). As it shrinks in a growing market, does IBM have a strategy? Forbes.com Retrieved from
DeSimone, L. D., & Popoff, F. (2000). Eco-efficiency: the business link to sustainable development. MIT press.
Gungor, A., & Gupta, S. M. (1999). Issues in environmentally conscious manufacturing and product recovery: a survey.
Computers & Industrial Engineering, 36(4), 811-853. doi:10.1016/S0360-8352(99)00167-9.
Hind, P., Wilson, A., & Lenssen, G. (2009). Developing leaders for sustainable business. Corporate Governance, 9(1), 7-20. doi:10.1108/1472070091-036029.
IBM.com. (2013). IBM power systems advantages. Retrieved from http://www03.ibm.com/systems/power/advantages/index.html
Newman, J. (2012) Organisational change management framework for sustainability. Greener Management
International, 57, 65-75. Retrieved from http://www.greenleaf-publishing.com/productdetail.kmod/.
Pelletier, K. L. & Bligh, M.C. (2008). The aftermath of organizational corruption: Employee attributions and emotional reactions. Journal of Business Ethics, 80(4), 823-844. doi:10.1007/s10551-007-9471-8.
Stacey, R., (2011). Strategic management and organisational dynamics: The challenge of complexity. (6th ed.) Harlow, England: Pearson Education Limited.
Vassilikopoulou, A., Lepetsos, A., Siomkos, G., & Chatzipanagiotou, K. (2009). The importance of factors influencing product-harm crisis management across different crisis extent levels: A conjoint analysis. Journal of Targeting,
Measurement and Analysis for Marketing, 17(1), 65-74. doi:10.1057/jt.2008.30.
Please take note; please respond to each colleague individually with two references each !!! Once again each colleague individually.
SAMPLE ANSWER
Order Instructions:
Sustainability
Corporate sustainability is an issue that continues to garner increased attention and importance for shareholders, consumers, and companies alike. Since 2004, Corporate Knights, a Canadian media firm, has published a list of the top 100 sustainable companies in the world. The efforts and profits among those highest on the list demonstrate that companies are increasingly able to adopt strategies that are socially and environmentally responsible and financially lucrative. Consider Umicore, the top company on Corporate Knight’s 2013 Global 100 list.
Umicore is a Belgian-based materials technology firm recognized for its treatment of their employees, the products it produces, its profitability, and its efficiency. According to Doug Marrow, Corporate Knight’s vice president of research, “Relative to its global peers in the materials industry group, the company squeezes more revenue out of each resource input (including energy and water), while generating less externalities (greenhouse gas emissions and waste)” (Smith, 2011). However, Umicore’s efforts extend beyond its own sustainability strategies. According to Morrow, “They generate over half of their revenue by selling products that help other firms improve their sustainability performance, such as energy efficiency” (Smith, 2011). The company has, in effect, created a comprehensive business model based on sustainability.
To prepare, consider the implications of expanding the definition of sustainability to include economic and social elements. Think about how implementing a strategy for improving sustainability can benefit the organization you chose for your SSP.
Instruction
By Day 5 of Week 6, read all of your colleagues’ posts and respond to two colleague in one of the following ways:
•Offer insight into an additional systemic benefit of one of the actions proposed by your colleagues.
•Provide insight on any potential obstacles to implementing actions proposed by your colleagues.
•Provide an alternative action that your colleagues’ chosen organizations can take to implement a strategy for achieving sustainability.
•Refute or support the relationships among sustainability and other organizational goals identified by your colleagues.
•Answer one of the questions posed by your colleagues in their posts.
Colleague #1 (Lachaundra)
P&G Sustainability Goals
In 2010, Procter & Gamble (P&G), the largest consumer goods company in the world, publicized its sustainability goals with 2020 targeted as the completion year: (1) 100% renewable energy used to power plants, (2) 100% renewable or recycled materials for products and packages, (3) zero consumer and manufacturing waste related to products going into landfills, and (4) design and sell products that delight consumers while maximizing the conservation of resources (Procter & Gamble Sustainability Report, 2010).
P&G Sustainability Goals Benefits
• 100% renewable energy used to power plants
o For P&G the plan is that by 2020 all energy powering its manufacturing plants will be obtained from renewable sources or power from a grid that is generated by renewable sources (Procter & Gamble Sustainability Report, 2010).. Facilities that run on renewable energy usually require less maintenance than traditional facilities because their fuel is being derived from natural resources thereby reducing the costs of operation (Procter & Gamble Sustainability Report, 2010).. Additionally, renewable energy does not produce carbon dioxide or other chemical pollutants, so the impact to the environment is minimal (Procter & Gamble Sustainability Report, 2010).
• 100% renewable or recycled materials for products and packages
o By 2020, P&G aims to use renewable materials in the construction of their products and product packaging (Procter & Gamble Sustainability Report, 2010). The plan is to utilize materials from traditional sources like biomass and from biological processes like fermentation (Procter & Gamble Sustainability Report, 2010). Using renewable materials means that production will contribute to the destruction of critical ecosystems, loss of habitat for endangered species, or other detrimental impacts on the environment or human communities (Procter & Gamble Sustainability Report, 2010).
• Zero consumer and manufacturing waste going into landfills
o P&G plans to have all waste end up in a valued waste stream like recycling, composting, and waste-to-energy without toxic emissions (Procter & Gamble Sustainability Report, 2010). Currently waste is disposed of by recycling, composting, converting waste-to-energy, and landfills (Procter & Gamble Sustainability Report, 2010). The first three give value to the waste; however, waste in landfills have no value (Procter & Gamble Sustainability Report, 2010).
• Designing and selling products that delight consumers and conserve resources
o No later than 2020, P&G plans to help consumers reduce their individual environmental footprint by designing products that conserve resources (Procter & Gamble Sustainability Report, 2010). In those instances where consumer habit changes are required to deliver the environmental benefit, P&G intends to provide consumer education as part of the sustainability solution (Procter & Gamble Sustainability Report, 2010).
P&G Sustainability Goals & Organizational Goals: Connections
The power of P&G is not only in its large size, it is also in the company’s ability to influence the companies that supply the company’s goods, services, and raw materials (Environmental Responsibility, n.d.). Along with the sustainability goals P&G has set for 2020, it also developed a supplier sustainability assessment to help them look at the way in which their suppliers’ environmental performance is measured and evaluated (Environmental Responsibility, n.d.). Called the “Scorecard” the assessment tool also serves as a communication portal through which P&G can convey what is important to them and by extension should also be too important to their suppliers as well as gather feedback and ideas from the suppliers about P&G processes (Environmental Responsibility, n.d.).
Benefits of P&G Sustainability & Organizational Goal Connections
As a large company P&G has the technical expertise and other resources that their smaller suppliers don’t. P&G’s ability and willingness to share this expertise with their suppliers can aid in the suppliers’ performance and ultimately improve their own. While sharing expertise often requires additional investment upfront, it also leads to efficiencies that reduce costs in the long term. P&G through its Scorecard sets energy efficient targets that it expects its suppliers to meet and then offers research and consulting services to help the suppliers meet them.
P&G Sustainability Plan Ethical Implications
Though P&G enjoys considerable financial gains from their sustainability efforts and for the communities in which they operate, social equity has the clearest ethical connection to P&G, that of socio-economic fairness (Social Responsibility, n.d.). Wealthy countries have the ability to provide choices for sustainable living, while the poor countries do not. Recognizing this P&G’s sustainability plan is built upon the idea of solidarity with the poor and fostering economic development for them that will enhance sustainability (Social Responsibility, n.d.). P&G’s Pur aims to purify 2 billion liters of water in Africa and save 10,000 lives (Social Responsibility, n.d.). Its Beautiful Lengths program, under its Pantene brand, solicits locks of hair to be woven into wigs for women receiving cancer treatments (Social Responsibility, n.d.).
Extended Conversation
How much of an impact do mitigating factors like pricing impact the ability of a company to successfully implement a sustainability program? What could you contribute to the transition to more sustainable living? What ethical argument could persuade society to assume an obligation to preservation of the world for future generations?
References
Environmental Responsibility. (n.d.) Retrieved from http://www.pg.com/en_US/sustainability/environmental_sustainability/index.shtml
Procter & Gamble Sustainability Report. (2010). Retrieved from
http://www.pg.com/en_US/downloads/sustainability/reports/PG_2010_Sustainability_Report.pdf.
Social Responsibility. (n.d.) Retrieved from
http://www.pg.com/en_US/sustainability/social_responsibility/index.shtml
Colleague #2 (Geraldine)
Analyzing the Company Strategy Type
International Business Machines (IBM) Global is an IT consulting and manufacturing company, and about 431,212 employees globally including all industrialized countries. IBM focuses the great demands, competition, and technology advancement. Company strategies are business goals, customer-oriented portfolio strategy and human resource transformation (IBM.com, 2013). Their products and services serve the banking and financial institutes, public and governments, manufacturing, distribution, general industry, and other industries.
IBM revenue drop 2.3%, cut resources about 8,000 resources globally, and estimated 1.8% of the total workforce 2011. However, the net income grew 4.7% last year, due to organization change and restructuring. The rate of growth in restructuring charges has nearly doubled from $440 million to $803 million since the first year of Ginni Rometty. IBM declared cutting resources mainly resources were not qualified in particular to IBM new products and services offerings, such as storage, mobile computing, cyber security, and cloud computing (Cohen, 2013).
IBM value chain illustrates that Human Resource (HR) organization and operation is their weakest link, due to lack of differentiation between the same pool of competitor and consultants. However, IBM SWOT analysis illustrates an opportunity for IBM. As operations emerge the markets, it focuses heavily with the expansion of its presence in emerging markets, and this added significantly to its expansion and growth.
One of the company initiatives is improving the human resources process through more innovation. The time is crucial and costly, due to the risk and affect to business. Hiring skilled and qualified resources requires a standard and expedited hiring process, and as well as internal resources performance. IBM diverse workforces’ effort to implement a change initiative (Pelletier & Bligh, 2008) is vital. The company modified their hiring process, they are hiring key and qualified resources, providing resources tools to advance knowledge, promote innovation thinking to achieve shaping and driving common set of values and behaviors.
IBM business offerings are applications, data storage advancement, infrastructure management, networking enhancement, technical support, and consulting services. The consulting and services offerings are business process and IT infrastructure services, systems integration, and resources services. As these offering expand and technology advances, IBM other initiative is revisiting their current process and strategy confirming they are aligned and consistent with their customer-driven approach and objective (IBM, 2013). Trust in a continuously transformational management plan and initiative comes from expert leadership collaboration, guidance, communication and approval (Newman, 2012).
IBM strategic success is managing with proficiency in products and services. As they continue to adapt advance technologies, market and consumer needs, and maintains and continues to utilize acquisitions to expand product and services offering. As the demands produce growth in revenues, the organization exercised effective guidelines in order to sustain the industry’s performance. The guidelines are:
• The guideline is to rebuild the brand name. IBM clients and the consumers demand a product with great brand and quality, with this IBM brand name has exemplified. IBM is one of the major companies that invested to build and maintain their brand value with the help of talented leadership (Hind, Wilson, & Lenssen, 2009). Their leadership features are an advantage, but very fragile (Vassilikopoulou et al., 2009).
• The guideline is to determine and define factors to advance security management. For instance, IBM labels official website stability and opportunities for language. A change comes from the bottom, the above is not required to successfully embraced change initiatives, for framework as an opportunity to change is likely to be embrace and a framework as a threat is likely to prevent or oppose (Chreim, 2006). This guideline will assist analyzing its finding, validate compliance, and risk analysis to view the affect such as potential financial loss (Chen, Ganesan, & Liu, 2009).
• The guideline is to be more innovative and competitive. For example, IBM launched the smarter planet program; this is to provide the overall process, with the company’s co-brands services (DeSimone & Popoff, 2000). IBM’s plan is to identify and define problems in an automated process, real-time results, with this will be a great asset improving any organization infrastructure, and as well, as reduce energy, lower maintenance costs and improve data and workplace environment (Gungor & Gupta, 1999).
Stacey (2011) stated that industry model recommended taking risks and continuing to be sustainable. One of the risks is the company action of creating relationship and partnership with rival companies and another key company. IBM and Apple partnership objective is to provide broader product lines, as they restructure the company’s reputation, and explores new opportunities (IBM.com, 2013).
Extended Conversation
In regards to IBM and Apple partnership, the questions come to mind. Is it a negative or positive decision? What is the positive and negative effect to the internal resources? What will the profit show? In addition, in regards to the guidelines above, any suggestion for IBM?
References
Chen, Y., Ganesan, S., & Liu, Y. (2009). Does a firm’s product-recall strategy affect its financial value? An examination of
strategic alternatives during product-harmcrises. Journal of Marketing, 73(6), 214-226. doi:10.1509/jmkg.73.6.214.
Cohen, P. (2013). As it shrinks in a growing market, does IBM have a strategy? Forbes.com Retrieved from
DeSimone, L. D., & Popoff, F. (2000). Eco-efficiency: the business link to sustainable development. MIT press.
Gungor, A., & Gupta, S. M. (1999). Issues in environmentally conscious manufacturing and product recovery: a survey.
Computers & Industrial Engineering, 36(4), 811-853. doi:10.1016/S0360-8352(99)00167-9.
Hind, P., Wilson, A., & Lenssen, G. (2009). Developing leaders for sustainable business. Corporate Governance, 9(1), 7-20. doi:10.1108/1472070091-036029.
IBM.com. (2013). IBM power systems advantages. Retrieved from http://www03.ibm.com/systems/power/advantages/index.html
Newman, J. (2012) Organisational change management framework for sustainability. Greener Management
International, 57, 65-75. Retrieved from http://www.greenleaf-publishing.com/productdetail.kmod?
Pelletier, K. L. & Bligh, M.C. (2008). The aftermath of organizational corruption: Employee attributions and emotional reactions. Journal of Business Ethics, 80(4), 823-844. doi:10.1007/s10551-007-9471-8.
Stacey, R., (2011). Strategic management and organisational dynamics: The challenge of complexity. (6th ed.) Harlow, England: Pearson Education Limited.
Vassilikopoulou, A., Lepetsos, A., Siomkos, G., & Chatzipanagiotou, K. (2009). The importance of factors influencing product-harm crisis management across different crisis extent levels: A conjoint analysis. Journal of Targeting, Measurement and Analysis for Marketing, 17(1), 65-74. doi:10.1057/jt.2008.30.
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