GreenWood
GreenWood Resources, Inc. was founded by Jeff Nuss in 1998, a company that specialized in developing and managing the high-yield, fast growing tree plantations.
Urgently, the firm needed to make a choice between two Chinese projects of Luxi and
Dongji in time. This essay will examine how GreenWood tried to achieve the triple bottom line and make a recommendation on selecting Luxi or Dongji project.
GreenWood established a vision to maximize long-term wealth for shareholders and fulfill the company’s social and environmental responsibilities, and a global vision to build a sustainable resource. To execute its visions, GreenWood tried to create the shared value among society, economy and environment, the three elements of the triple bottom line, and anchor its corporate social responsibility into firm’s strategy
(Porter and Kramer, 2006). The company had many valuable resources and capabilities in its value chain such as the elite plant materials, sophisticated silvicultural approach and seasoned management team which could be the competitive advantages of GreenWood (See Appendix 1). To better take advantage of and integrate them, firm established a sustainable business model involving five strategic business groups which were Capital and Investment Management, Tree
Improvement and Nurseries, Resource Management and Tree Farm Operations,
Product Sales and Trading and Ecosystem Services. Afterwards, GreenWood could operate farms in accordance with Forest Stewardship Council (FSC) certification to keep economic viability, maintain the relationship with local workers and communities and create environmental benefits simultaneously. To achieve the triple bottom line, GreenWood could reinforce its own visions and strategies.
GreenWood believed that to establish a successful tree plantation venture needed to achieve the sustainability of people, planet and profits. Thus the more superior project would be recommended after analyzing the triple bottom line using PEST and
Urgently, the firm needed to make a choice between two Chinese projects of Luxi and
Dongji in time. This essay will examine how GreenWood tried to achieve the triple bottom line and make a recommendation on selecting Luxi or Dongji project.
GreenWood established a vision to maximize long-term wealth for shareholders and fulfill the company’s social and environmental responsibilities, and a global vision to build a sustainable resource. To execute its visions, GreenWood tried to create the shared value among society, economy and environment, the three elements of the triple bottom line, and anchor its corporate social responsibility into firm’s strategy
(Porter and Kramer, 2006). The company had many valuable resources and capabilities in its value chain such as the elite plant materials, sophisticated silvicultural approach and seasoned management team which could be the competitive advantages of GreenWood (See Appendix 1). To better take advantage of and integrate them, firm established a sustainable business model involving five strategic business groups which were Capital and Investment Management, Tree
Improvement and Nurseries, Resource Management and Tree Farm Operations,
Product Sales and Trading and Ecosystem Services. Afterwards, GreenWood could operate farms in accordance with Forest Stewardship Council (FSC) certification to keep economic viability, maintain the relationship with local workers and communities and create environmental benefits simultaneously. To achieve the triple bottom line, GreenWood could reinforce its own visions and strategies.
GreenWood believed that to establish a successful tree plantation venture needed to achieve the sustainability of people, planet and profits. Thus the more superior project would be recommended after analyzing the triple bottom line using PEST and
References: A. B. Lovins, L. H. Lovins, P. Hawken (2007) A Road Map for Natural Capitalism.