Contents

PART I - FUNDAMENTALS

1 When Does It Pay to Be Green?
Greening as a Commitment
Greening as a Core Competence
The Frontiers of Corporate Environmentalism 1
Methodological Challenges in When It Pays To Be Green
Conclusion

2 What Are Sustainability Strategies?
What Sustainability Strategies are not
Competitive Advantage: Positioning and Capabilities
Competitive Environmental Strategies
Beyond Competition: Sustainable Value Innovation
The Sustainability Strategies Portfolio
Conclusion


PART II - COMPETITIVE ENVIRONMENTALISM

3 Eco-Efficiency
From Resource Productivity to Eco-Efficiency
Eco-Efficiency at the Firm: Lean Thinking
Eco-Efficiency beyond Borders: Industrial Symbiosis
Eco-Efficiency in the Skies: Carbon Credits
When Eco-Efficiency Pays
Conclusion

4 Beyond Compliance Leadership
Reputation and its Risks
Green Clubs: Reputation Insurance?
When Beyond Compliance Leadership Pays
Conclusion

5 Eco-Branding
Product Certification Clubs: Eco-Labels
From Eco-Labeling to Eco-Branding
When Eco-Branding Pays
Conclusion

6 Environmental Cost Leadership
Eco-Designing Products: Life Cycle Thinking
Changing Products’ Nature
Redefining Products’ Concept and Use
When E-Cost Leadership Pays
Conclusion


PART III - BEYOND COMPETITION

7 Sustainable Value Innovation
The Call for SVI Strategies: The Troublesome Auto Industry
The Dominant Strategic Logic: Greener Cars
Sustainable Value Innovation in Mobility: Greener Systems
When Sustainable Value Innovation Pays
Conclusion

8 Sustainability Strategies and Beyond
When Does It Pay to Be Green, Really?
Competitive Environmentalism
Beyond Competition
Conclusion