Harvard Case - Dow Greater China: Localizing the Corporate Sustainability Strategy
"Dow Greater China: Localizing the Corporate Sustainability Strategy" Harvard business case study is written by Lydia J. Price, Haitao Yu. It deals with the challenges in the field of Strategy. The case study is 16 page(s) long and it was first published on : Oct 1, 2018
At Fern Fort University, we recommend Dow Greater China (DGC) implement a comprehensive strategy for localizing its corporate sustainability strategy. This strategy should focus on building a strong foundation of environmental sustainability, social responsibility, and economic viability, tailored to the specific needs and opportunities of the Chinese market.
2. Background
This case study focuses on Dow Chemical's subsidiary, Dow Greater China (DGC), facing the challenge of integrating its global sustainability strategy with the unique context of the Chinese market. DGC operates in a rapidly developing economy with increasing environmental concerns and stringent government regulations. The case highlights the need for DGC to adapt its sustainability initiatives to address local needs, build trust with stakeholders, and maintain a competitive advantage.
The main protagonists in the case study are:
- John Lu, General Manager of DGC, who is responsible for leading the company's sustainability efforts in China.
- Dow's Global Sustainability Team, responsible for setting the company's global sustainability strategy.
- Chinese Government Officials, who are increasingly focused on environmental protection and sustainable development.
- Local Communities, who are increasingly aware of the environmental impact of industrial activities.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis:
- Strengths: DGC's global expertise in sustainability, strong brand reputation, access to cutting-edge technology, and established partnerships with local stakeholders.
- Weaknesses: Limited understanding of local needs and regulations, potential for cultural clashes, and challenges in adapting global sustainability initiatives to the Chinese context.
- Opportunities: Growing demand for sustainable products and services, government incentives for green technologies, and increasing consumer awareness of environmental issues.
- Threats: Stringent environmental regulations, potential for reputational damage due to environmental incidents, and competition from local companies with a strong focus on sustainability.
- Porter's Five Forces:
- Threat of New Entrants: Moderate, due to the increasing demand for sustainable products and services in China.
- Bargaining Power of Buyers: High, as consumers are becoming more environmentally conscious and have access to information about product sustainability.
- Bargaining Power of Suppliers: Moderate, as DGC relies on a diverse range of suppliers, some of whom may have their own sustainability initiatives.
- Threat of Substitute Products: Moderate, as alternative sustainable products and services are becoming increasingly available.
- Competitive Rivalry: High, as DGC faces competition from both domestic and international companies with a focus on sustainability.
- Value Chain Analysis:
- DGC needs to consider the sustainability implications of each stage of its value chain, from raw material sourcing to product development, manufacturing, distribution, and end-of-life management.
- Business Model Innovation:
- DGC should explore innovative business models that integrate sustainability into its core operations, such as developing circular economy models, offering sustainable product solutions, and partnering with local businesses to promote sustainable practices.
Financial Analysis:
- DGC should assess the financial implications of its sustainability initiatives, considering the costs associated with implementing sustainable practices, the potential for cost savings through efficiency improvements, and the potential for revenue growth through the development of sustainable products and services.
Marketing Analysis:
- Market Segmentation: DGC should identify specific market segments that are interested in sustainable products and services, such as environmentally conscious consumers, businesses with sustainability goals, and government agencies.
- Product Differentiation: DGC should differentiate its products and services based on their environmental and social benefits, communicating their sustainability credentials to target customers.
- Brand Management: DGC should build a strong brand identity that is associated with sustainability, promoting its commitment to environmental responsibility and social impact.
Operational Analysis:
- Manufacturing Processes: DGC should optimize its manufacturing processes to minimize environmental impact, reduce waste, and improve resource efficiency.
- Supply Chain Management: DGC should engage with its suppliers to promote sustainable practices throughout its supply chain, ensuring that its products are sourced ethically and responsibly.
- IT Management: DGC should leverage technology and analytics to monitor its environmental performance, track its sustainability progress, and identify opportunities for improvement.
Organizational Analysis:
- Organizational Culture: DGC should foster a culture of sustainability throughout the organization, encouraging employees to embrace environmental responsibility and social impact.
- Leadership Development: DGC should develop leaders who are committed to sustainability, providing them with the skills and knowledge to drive sustainable change.
- Corporate Social Responsibility: DGC should develop a comprehensive corporate social responsibility strategy that aligns with its sustainability goals, engaging in community outreach programs and supporting local initiatives.
4. Recommendations
- Develop a Localized Sustainability Strategy: DGC should develop a comprehensive sustainability strategy tailored to the specific needs and opportunities of the Chinese market. This strategy should address key environmental and social issues, align with government regulations, and engage with local stakeholders.
- Prioritize Key Sustainability Initiatives: DGC should prioritize its sustainability initiatives based on their potential impact, feasibility, and alignment with its business goals. This could include initiatives focused on reducing greenhouse gas emissions, improving resource efficiency, promoting sustainable product development, and engaging in community outreach programs.
- Build Partnerships with Local Stakeholders: DGC should build strong partnerships with local businesses, NGOs, and government agencies to promote sustainable practices and address shared challenges. This could involve joint projects, knowledge sharing, and collaborative initiatives.
- Invest in Technology and Analytics: DGC should invest in technology and analytics to monitor its environmental performance, track its sustainability progress, and identify opportunities for improvement. This could include using data analytics to optimize resource use, track emissions, and measure the impact of sustainability initiatives.
- Promote Transparency and Accountability: DGC should be transparent about its sustainability performance, reporting its progress to stakeholders and engaging in open dialogue about its efforts. This could involve publishing sustainability reports, participating in industry forums, and responding to stakeholder concerns.
- Empower Employees and Foster a Culture of Sustainability: DGC should empower employees to embrace sustainability, providing them with the tools, training, and incentives to contribute to the company's sustainability goals. This could involve creating a sustainability committee, offering training programs, and recognizing employee contributions to sustainability initiatives.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of DGC's internal and external environment, considering its core competencies, external customers and internal clients, competitors, and the attractiveness of the Chinese market for sustainable products and services.
The recommendations are consistent with DGC's mission to provide innovative and sustainable solutions to its customers. They also address the needs of external customers who are increasingly demanding sustainable products and services, as well as the needs of internal clients who are seeking to contribute to a more sustainable future.
The recommendations are also aligned with the competitive landscape, as DGC needs to differentiate itself from competitors by demonstrating its commitment to sustainability. The recommendations are attractive from a financial perspective, as they have the potential to reduce costs, increase revenue, and enhance brand reputation.
The recommendations are based on the following assumptions:
- There is a growing demand for sustainable products and services in China.
- The Chinese government will continue to support sustainable development.
- DGC has the resources and capabilities to implement these recommendations.
6. Conclusion
By implementing a comprehensive strategy for localizing its corporate sustainability strategy, DGC can build a strong foundation of environmental sustainability, social responsibility, and economic viability in the Chinese market. This will enable DGC to maintain a competitive advantage, build trust with stakeholders, and contribute to a more sustainable future.
7. Discussion
Other alternatives not selected include:
- Continuing with the current global sustainability strategy: This approach would be less effective in the Chinese market, as it would fail to address local needs and opportunities.
- Focusing solely on compliance with government regulations: This approach would be reactive and would not allow DGC to take a leadership role in sustainability.
- Ignoring sustainability altogether: This would be a risky approach, as it would damage DGC's reputation and alienate stakeholders.
The key risks associated with the recommended strategy include:
- Resistance to change from employees: This can be mitigated by providing clear communication, training, and incentives.
- Lack of resources: This can be addressed by prioritizing initiatives and seeking external funding.
- Regulatory changes: This can be mitigated by monitoring government policies and adapting the strategy accordingly.
8. Next Steps
DGC should implement the recommended strategy through a phased approach, starting with the development of a localized sustainability strategy and the prioritization of key initiatives. The company should then build partnerships with local stakeholders, invest in technology and analytics, and promote transparency and accountability.
The following timeline outlines key milestones for implementing the recommendations:
- Year 1: Develop a localized sustainability strategy, prioritize key initiatives, and build partnerships with local stakeholders.
- Year 2: Invest in technology and analytics, implement key sustainability initiatives, and begin reporting on progress.
- Year 3: Promote transparency and accountability, expand partnerships, and continue to improve sustainability performance.
By taking these steps, DGC can successfully localize its corporate sustainability strategy and achieve its business goals while contributing to a more sustainable future in China.
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Case Description
This case illustrates the challenges of Peter Wong, CEO of Dow Chemical Greater China, in locally implementing Dow's global sustainability strategy around 2016 when the mainland government has only recently begun to tackle its problems of pollution and corporate responsibility. Dow's 20-year journey to embedding sustainability in global corporate strategy is reviewed in some detail, illustrating the step-by-step process of aligning resources, transforming culture, and building external partnerships to enhance the possibility that sustainability strategies yield financial gains. The case challenges students to make sense of this corporate transformation, and subsequently assess the wisdom of continuing support for commercializing a total dust containment solution when an abrupt drop in the price of coal reduced the solution's financial attractiveness to future purchasers. To make recommendations about further support, students must consider the best ways to measure and interpret a sustainability strategy's impact.
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