ANALYSIS

Five ways to be green and

profitable
Ab Stevels

Design for Sustainability Research Group, Faculty OCP, Delft

Albert Leendert Nicolaas (‘Ab’) Ste-
vels was born in Eindhoven (The
University of Technology, Delft, The Netherlands
Netherlands) on August 31st, 1944.
After Grammar School he studied
..
Chemical Engineering at the Techni- ..
.. In this paper five ways to make · Upstream 共supplier involve-
..
cal University of Eindhoven and ..
..
money while staying green are ment兲 and downstream
took a Ph. D. degree (cum laude) in ..
..
..
described. These include a form 共green marketing and sales兲
Physics and Chemistry at Gro- ..
.. of Eco-design (Design for envi- · To business level 共strategy,
..
ningen University. ..
.. ronment) in which company, cus- roadmap兲 and support level
..
From September 1969 Ab worked ..
..
tomer and societal benefits are 共tools and tools develop-
..
for Royal Philips Electronics in ..
..
taken into account, a new way of ment兲
many capacities in result on materi- .. dealing with suppliers, green · To higher levels of sustain-
..
..
als, production technology of glass, ..
.. marketing and sales focussing on ability 共alternative function-
..
as a business manager in electro- ..
..
add-on benefits, increasing prod- ality兲 and quality improve-
optics and as a project manager for ..
..
..
uct quality through green and ment 共less rejects兲.
joint ventures and licenses in Asia. .. paradigm shifts in creative think-
..
..
On January 1st., 1993 he became a ..
.. ing both for improved and alter- In a related development, en-
..
senior advisor in Environment at the ..
..
native products. These concepts vironmental improvement
Environmental Competence Center ..
..
..
can be applied separately but 共‘creating green options’兲 is
of Philips Consumer Electronics. .. when combined there are sub- now seeking to realize com-
..
..
In December 1995 Ab was appoint- ..
.. stantial ramifications of the re- bined stakeholders benefit and
..
ed as a part-time professor in Envi- ..
..
sults. is considering feasibility up-
..
ronmental Design at Delft University ..
..
front. This is shown in the
of Technology. In the fall of 1999 he .. figure below.
..
..
was a visiting professor in the Me- ..
.. Introduction
..
chanical Engineering Department of ..
..
From this figure it is clear that
..
Stanford University. ..
..
In the last 10 years, environ- in order to be realised in prac-
Ab Stevels has done trailblazing .. mental care in products has tice, green options should
..
..
work in how to make Eco-design in ..
.. changed substantially in bring environmental benefit as
..
day-to-day business really happen. ..
..
approach. first priority but, on top of
..
For this purpose tools and manage- ..
..
that, company, customer and
ment procedures have been devel- .. social benefits should be feasi-
..
..
oped that have proven their strength ..
..
..
through their practical success. ..
..
..
Ab is the author of some 80 journal ..
..
articles and conference contribu- ..
..
..
tions. These training courses on ap- ..
..
..
plied Eco-design have been held at ..
..
..
various universities (Delft, Stanford, ..
..
TU Berlin, Mexico City, Hong Kong ..
..
..
Poly), Philips departments and divi- ..
..
..
sions around the globe and at other ..
..
..
companies. Figure 1: The Eco-design matrix

The Journal of Sustainable Product Design 1: 81–89, 2001

© 2002 Kluwer Academic Publishers. Printed in the Netherlands. THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN 81
ANALYSIS
Company
Material cost reduction
Immaterial simpler to produce,
simpler to sell
Emotional better image
Table 1: The benefits matrix
ble from a technical and fi-
nancial point of view.
Here environmental benefit is
defined as a lower environ-
mental load over the life cycle
of the product or system con-
cerned 共Novem/RIVM, see
www./una.nl/turtlebay兲. The
other benefits can be classified
as being material 共money兲,
immaterial 共advantageous but
difficult to express in mon-
etary terms兲 and emotional.
These items are described in
more detail in the table above.
In practice it turns out that
there is a strong correlation
between environmental ben-
efits and other stakeholder
benefits as specified above 共at
least in the electronic indus-
Figure 2: Five ways to make money while staying green
82 THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN
Customer Society
lower cost of own- use of fewer re-
ership sources
easier, conven- better compliance
ience, more fun
feel good, quality we make green
of life, less fear progress
try兲. This creates the platform
for the present paper which
describes five ways to make
money while staying green.
Five ways to make money
while staying green and their
interrelation
The five ways to make money
while staying green and their
interrelation are given in the
figure below.
This figure shows that the five
ways include:
· Eco-design 共design for envi-
ronment兲
· Greening the supply chain
· Green marketing and sales
· Increased quality through
the green perspective
· Introducing paradigm shifts;
looking at functionality in-
stead of embodiments.
These items are interrelated
through enabling relationships;
this means apart from having
a financial merit in itself they
will also enable improvement
in the other departments. This
is the reason that the five
ways are positioned on a cir-
cle: improvements in one field
create the basis for progress in
other fields etc. The following
examples will be elucidated in
the paragraphs 3–7:
· Eco-design will enable green
marketing and sales and in-
crease production quality
· Suppliers performance will
enable better eco-design and
green marketing and sales
· Enhanced sales through
green will stimulate Eco-
design and further function-
ality thinking
· Design for production qual-
ity leads to lower supply
costs
· Paradigm shifts will open
new lines of business and
lower supply costs.
There is a clear link between
the five ways to make money
illustrated in Figure 2 and the
benefits matrix of Table 1.
This correlation is shown in
Table 2:
This table shows that being
‘green’ in the various ap-
proaches works out positively
in different ways. Resource
reduction, lower supply costs,
more sales, less rejects and
higher margins all produce
positive results in monetary
terms!
 ANALYSIS

Way Money Immaterial / Emotion The basic idea behind this

Eco-design Resource reduction Lower Life Cycle im- flow chart is to manage the
pact compliance processes in three ways:
Suppliers Supply cost Enable Eco-design · Strategic, managerial pro-
Green marketing & Sell more Caring, fun, nice to cesses 共roadmap兲
sales have · Executional processes
Quality Less reject Easy, simple 共idea’s, creation, exploita-
Paradigm shift Higher margin Lower Life Cycle Im- tion兲
Functionality pact · Supporting processes

Table 2: Correlation 5 ways to make money and benefits matrix
Making money through
eco-design (Design for
Environment)
In order to make eco-design
operational in industrial or-
ganizations it is useful to split
the field up in five focal area’s
共Stevels, forthcoming兲:
· Energy consumption
· Material application
· Packaging and transport
· Chemical content
· End-of-life / recyclability
Table 3 shows that a variety
of activities can be envisaged
that create combined environ-
mental and financial improve-
ments. In order to structure
this wealth of opportunity, two
issues should be considered in
particular:
· Setting up an appropriate
procedure for eco-design
· Setting priorities 共an eco-
design procedure is given in
Figure 2兲.
Particular significance is
attributed to the processes at
the very beginning of the
whole procedure; that is, idea
generation supported by
benchmarking and strategic
input. In this stage positioning
with respect to the environ-
mental performance of com-
petitors gives strong direction
about what is to be achieved
in later steps of eco-design.
Apart from being the basis for
ideas, benchmarking also
gives ‘learning for free’, by
flagging up improvements and
solutions which competitors
have already put into practice.

Focal area Eco-design action Environmental benefit Cost benefit for pro- Cost benefit for user
ducer
Energy Use of more powerful Less energy used Lower bill of materials Lower electricity bill
Ic’s, miniaturization
Material Less material Less resources Lower bill of materials Lower price of product

Material substitution Less environmental load ? ?

Use of recycled mate- Closing the loop Lower bill of materials Lower price
rial
Packaging, Less packaging mate- Less resources, Lower cost Lower price of product
Transport rials Less waste

Less packaging vol- Lower transport energy Lower cost ?

ume
Chemical Mono material Better recyclability Volume discount Lower price of product
Content
Elimination of flame Better recyclability Lower bill of materials Lower price of product
retardants
End-of-life, Design for disassem- Higher recycling yield Lower assembly cost Lower end-of-life cost
Recyclability bly
Table 3: Environmental and cost benefits per eco-design focal area

THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN 83

ANALYSIS
Figure 3: Flow chart for eco-design from a business perspective
Table 4 provides information
on 18 product benchmarks
performed at Philips Con-
sumer Electronics 共PCE兲.
When compared with 2 or 3
competitors, the statistical av-
erage performance of PCE is
expected to be best in 33% or
25% of the cases, respectively.
Benchmarking at Philips Con-
sumer Electronics
18 products compared with 2 or 3
competitors
Philips is best
Energy con- 54%
sumption
Weight 56%
Packaging 44%
Chemical con- 33%
tent
Recyclability 57%
Table 4: Benchmarking score of 18
Philips Consumer Electronics prod-
ucts
This table indicates that the
performance of PCE products
is clearly above average.
However, the table also shows
that per focal area 8–12 prod-
ucts can still be brought up to
competition level – which is a
performance that has been
proven in practice and is
therefore beyond any doubt
about feasibility 共see figure 1兲.
Good ideas by which to go
84 THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN
beyond competitors perform-
ance come on top of the po-
tential which is already in
place on basis of the bench-
mark. In practice this combi-
nation has proven to lead to
substantial cost reductions in
the product portfolio 共if also
Table 3兲.
Making money through
addressing suppliers
The role of suppliers in ensur-
ing good environmental per-
formance is being increasingly
recognised. Both inquiries
about evidence for complying
with legislation/regulation and
about implementation of
ISO 14001 have received an
established position in Supply
Chain Management.
It is, however, less understood
that such an approach is ‘top-
down’ and only fairly defen-
sive. Organisational and com-
pliance costs resulting from
single mindedly pushing
through the items addressed
above, could lead to price in-
creases rather than price de-
creases. Two avenues of ac-
tion are proposed to assist
suppliers in reducing prices
while increasing environmen-
tal performance:
· The Environmental Quality
Concept 共EQC兲.
· The design for the supply
chain concept 共DSC兲.
The Environmental Quality
Concept has been pioneered
by Nagel 共Nagel, 2000兲. It
consists of benchmarking sup-
pliers in a similar product cat-
egory. Inputs 共energy, basic
material, auxiliary material,
water, packaging兲 and outputs
共products, emission to air, wa-
ter, solid waste兲 are analysed
quantitatively through a ques-
tionnaire.
On the basis of the outcome
quality indicators 共I兲 are cal-
culated for each input or out-
put stream. 共Normalized per
unit of product delivered to
the customer兲. I have the gen-
eral form:
Product stream out
I ⫽ K* .
Stream of consideration
共in/out兲
In which the reflects an envi-
ronmental quality constant.
K can reflect either:
· The degree of perfection of
the different environmental
items in the category of con-
sideration.
· The relative environmental
importance of the different
environmental items in the
category of consideration.
· The relative economic 共mon-
etary兲 importance of the dif-
ferent environmental items
in the category of considera-
tion.
The outcome of such calcula-
tions is a score I per category.
Practice has shown that no
supplier consistently scores
best in all categories.
 ANALYSIS

On the basis of such scores a
customer can assist individual
suppliers in defining the areas
of improvement. Since all en-
vironmental items are directly
associated with cost items, a
cost reduction potential can be
defined as follows:
Price reduction 共P r兲 ⫽
P r standard ⫹ 共1-E兲 P r
With E being the environmen-
tal performance as calculated
using the formulae given by
Nagel 共2000兲.
The Design for the Supply
Chain Concept suggests that
the customer expects suppliers
to make designs with the par-
ticular aim of lowering the
environmental load and the
costs at the supplier. Basically
this involves similar process
management for Eco-design,
however with the difference
that this is applied upstream
rather than downstream. The
paradigm shift is that the sup-
plier and customer jointly in-
vestigate how a certain func-
tionality can best be realised,
rather than that a given em-
bodiment is forced down the
supplier’s throat. As special-
ists in their field, suppliers can
make substantial contributions
to enable producers to lower
their environmental load over
the life cycle of the product.
This is particularly apparent in
the electronic industry where
up to 70–80% of the bill of
materials 共and of energy con-
sumption of future users兲 is
related to suppliers.
This ‘enabling design’ by sup-
pliers has produced impressive
results:
· lowering energy consump-
tion of TV’s and increasing
playing 共use兲 time of port-
able products by making
available dedicated 共‘smart’,
green兲 integrated circuits
共IC’s兲.
· decreasing the amounts of
plastics needed for housings
by applying gas-assisted
moulding and by using recy-
cled materials.
· designing full cardboard
packaging for consumer
electronics products with
weights below 10 kg.
Making money by green
marketing and sales
Basically this strategy comes
down to selling more products
共preferably with higher mar-
gins兲. Because they are
‘green’, at first sight, this
strategy seems to be an abor-
tive one since it is generally
recognized that ‘green as
such’ does not sell. As will be
pointed out below this state-
ment can be right. However,
this should lead to eliminating
the ‘as such’ 共that is taking
green marketing out of its
isolation兲 rather than refrain-
ing on developing green prod-
ucts.
An analysis of consumer atti-
tudes 共Stevels, forthcoming兲
has shown that worldwide
only 20–30% of the popula-
tion consider environment to
be really important in buying
decisions irrespective of the
country concerned; for another
40–50% it is ‘nice to have’,
whereas for 20–30% of the
people green is unimportant or
even negative. These figures
make clear that in order to
cater to a majority 共70–80%兲
of the public, the ‘nice to
have’ category has to be
shetted into the category of
‘interested buyers’. This is
done by the environment AND
... strategy, that is, by linking
environmental benefits with
other benefits as specified in
Table 1 共see customer col-
umn兲. Such a link between
environmental effect and cus-
tomer benefit is shown in a
schematic form in the table
below:
This table shows that large
proportions of the buyers are
interested in all green focal
areas – up to 80% for energy
reduction. It is to be realised
however that in current mar-
kets in brand image – in this

Item Environmental effect Customer benefits % of buyers

attracted
Energy reduction Less emissions Material = lower cost 80
Material reduction Less resources Immaterial = simply, easy 75
Packaging/ Transport Less resources, less emissions Immaterial = convenient 75
Substances reduction Less emissions Emotional = less fear 60
Durability/ Recyclability Less resources Emotional = quality, feel good 75
Table 5: Link between environmental and other benefits for the five focal area’s in green

THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN 85

ANALYSIS
Identity
Scope
Nature
Procedure & to obtain
Language
Accountability
Transparency to customer
Table 6: Comparison of effect of Philips Eco Vision communication program and Eco-labelling
case environmental brand im-
age – is just as important or
may be even more important
than technical green achieve-
ments.
Areas in which green can con-
tribute to brand image include:
Leadership
· Top management shows vis-
ible involvement in green
issues
· Having a corporate environ-
mental vision, policy and
roadmap.
· Pro-active in industry asso-
ciations
· Participation in international
activities eg. World Business
Council on Sustainable De-
velopment 共WBCSD兲
Programmes
· Corporate programmes like
Philips environmental Eco
Vision.
· ISO 14001 certification
· Supplier requirements
Documentation:
· Environmental 共annual兲 re-
ports
· Brochures eg. Philips
“Greening your Business”
· Scorecards/reviews
· Internet
· Press release/free publicity/
technical, scientific articles
86 THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN
Unique for Philips
Global
Technical, image
Own control
Five focal area’s (easy to understand)
Life Cycle Calculation
Big
Sponsorship:
· Environmental research and
teaching chairs at Universi-
ties/institutions
· Environmental related events
共like ‘Electronics Goes
Green’兲 conference in 2000
· Nature conservation groups.
A focus on ‘company green’
achievements and brand image
has turned out to be more in-
strumental in increasing sales
rather than displaying eco-
labels.
In the table above the differ-
ences between a company-run
green communication program
共in this case the Philips Eco
Vision program兲 and general
Eco-label programs is out-
lined.
Table 6 shows that the big
gain from having a company-
specific programme is the
Figure 4: Basic factors determining product quality, reject level
One of many companies having Eco-label
Local, National, Regional
Political
Dependent on thirds
Environmental (difficult to understand)
??
Small
transparency to the customer,
both in terms of brand identity
and language used.
Making money by increasing
product quality, reducing
rejects
The three basic factors deter-
mining product quality are
depicted in Figure 4.
Just as six sigma and Poke
Yoke, methods well known
from quality drives, supplier
quality, human errors and de-
sign complexity are the items
to be addressed. Taking the
green perspective is one of the
ways to move forward in this
field.

Figure 5: The Hinkley correlation
‘Design for supply chain’ is
likely to increase supplier
quality and reduce cost. For
instance, reducing design
complexity by resource reduc-
tion and modular design. By
simplifying assembly proc-
esses, the amount of errors in
production can be minimized;
design for disassembly 共a part
of activities in the focal area
recyclability兲 will contribute
to an increase in quality and a
reduction of rejects. All these
items are examples of envi-
ronmental thinking leading to
improvements outside into
own territory. ‘Looking to an
old problem from a new per-
spective’ can spark a lot of
creativity.
The relationship between the
reduction of design complex-
ity ‘design for supply chain’
and the number of rejects is
showed by the Hinkley corre-
lation 共Hinkley, 1999兲. This
diagram shows that for a cer-
tain level of supplier compe-
tence and skills in a produc-
tion factory, there is a linear
relationship between design
complexity and number of
rejects. The diagram also
shows that design complexity
needs to be reduced when pro-
duction is moved from a high
level industrial environment to
one of lower levels; the pen-
alty for not doing so in a
higher amount of rejects.
Making money by applying
paradigm shifts
The meaning of the word
paradigm is ‘believing’ that
things should be as they are.
A paradigm shift is therefore a
change of mindset. As regards
products, ‘green’ thinking
stimulates such paradigm
shifts because the environmen-
tal approach asks new ques-
tions such as ‘why are em-
bodiments of products as they
are’ and ‘are there ways and
means to deliver the same
THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN
ANALYSIS
functionality in a more envi-
ronmentally friendly way’?
This contrasts to the tradi-
tional approach in which the
first priority has always been
to produce the chosen embodi-
ments more and more effi-
ciently. The classical example
is the packaging of electronics
products. For more than 50
years the paradigm was that
the box should consist of
cardboard and the buffers of
expanded polystyrene 共EPS兲.
In that period, optimisation of
the concept has been continu-
ously worked on and in the
nineties it was believed that
further progress had become
impossible. When the environ-
mental approach addressed
these items the following
questions came up:
· What is the maximum % of
recycled cardboard that can
be included in the boxes,
given the climatological
conditions during transport
and storage?
· What is more important:
reduction of volume envi-
ronmental load of transpor-
tation or a reduction of
packaging weight 共environ-
mental load of materials兲?
· Can the buffer function of
EPS also be realised by ap-
plying low impact materials
like cardboard or moulded
fibre?
· Can the shock resistance of
the product be increased so
that less packaging is
needed?
This way of looking at classi-
cal packaging issues brought
impressive environmental
gains and cost savings at
Philips Consumer Electronics.
87
ANALYSIS
· The recycled content of
cardboard has consistly in-
creased to 60% worldwide.
· For TV’s worldwide and for
other consumer electronics
products exported to a dif-
ferent part of the world, vol-
ume reduction is more im-
portant than weight
reduction, both from the
ecological and the economic
perspective.
· In products with weight be-
low approximately 10 kg,
EPS can be replaced by
other materials.
· The shock resistance ap-
proach works out well, par-
ticularly for certain catego-
ries of audio products.
Paradigm shifts also play an
important role in conceptual
changes 共next to the ‘improve-
ment’ approach as demon-
strated above兲. Examples are:
· The application of a differ-
ent physical principle:
– Human-powered radio
versus battery operated
radio
– Monitor with Liquid
Crystal Display 共LCD兲
screen instead of Cathode
Ray Tube 共CRT兲.
· Life cycle optimization
– Create modular function-
Perspective Awareness
Item
Eco-design +++
Suppliers + +
questionnaires
Suppliers 0 0
performance
Green marketing, ++
sales
Quality/ reject 0 0
Paradigm shifts ++
Table 7: Review of best practices of implementation of the ‘five ways’
88 THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN
ality e.g. for audio sets so
that only parts of the set
have to replaced with de-
velopment of user require-
ments and technology
developments.
· Services – Increasing the
capability of electronic prod-
ucts to download from the
internet 共music, film, infor-
mation兲
In all these cases environmen-
tal gains and economic benefit
for producers and users go 共or
will go兲 ‘hand in hand’.
Current implementation of the
five ways to make money
while being green
A review of best practices of
implementation of the princi-
ples to make money while
being green yields the follow-
ing picture 共Table 7兲:
The overall implementation of
the five principles is still
weak; only eco-design is con-
sistently addressed well al-
though organization of the
processes and customer per-
spective are still weak. Sup-
plier involvement is still re-
stricted to sending out
Organization Business Customer
of processes perspective perspective
+ ++ 0 +
0 0
0 0
+ + 0 0
0 0
+ + 0 0
questionnaires, cost benefits
have not yet been addressed.
Use of the environmental per-
spective to tackle quality and
reject issues is virtually ab-
sent. Green marketing and
sales and forms of paradigm
shift are well recognised as
opportunities but are still
weak at the executional level.
Overall the customer perspec-
tive is still an unknown terri-
tory in environmental think-
ing. There is a need to
drastically improve here be-
cause customer care should be
the basis for market-driven
environmental improvement.
The business perspective and
societal perspective are weak
too: this is an indication that
‘environment’ is an item that
is developing in isolation
rather than being integrated
into mainstream business.
There is still a big improve-
ment potential in the organiza-
tion of process: it seems that
technicalities are still dominat-
ing the management of green.
Societal per- Overall result
spective
++
+ 0/+
0 0
0
0 0
+

Conclusion
This paper has shown that
green approaches have tre-
mendous potential, not only in
terms of reducing environmen-
tal impact but also for compa-
nies, consumers and society as
a whole. Its significance there-
fore extends far beyond its
original domain.
In order to realise all these
benefits in practice, integration
of environment in the business
共product creation兲, supply
chain management and green
marketing is an essential in-
gredient. There is a need to
widen the concept to supplier
performance and the user of
quality/reject in the years to
come.
This means shifting from a
supply – to demand – driven
focus in which business
should look at what sensible
References
The Eco indicator ’95 method,
Novem/RIVM editors, ISBN 90-
72130-77-4. EcoscanT, a windows
program for the calculation of one
figure eco scores. Available from
Turtle Bay: info@turtlebay.nl, see
also www.luna.nl/turtlebay.
Hinkley, K. (1999), dissertation,
Stanford University, info available
from K. Ishii:
ishii@cdr.stanford.edu.
things can be done proactively
in the environmental domain,
rather than wait to be driven
by external developments. For
suppliers the big challenge is
to move from a defensive to a
proactive chain management
approach in which perform-
ance plays a big role. Green
marketing and sales will have
to overcome the prejudices
which currently exist in this
field.
Environmental thinking also
provides a useful perspective
to generate quality products
and reduce rejects. However,
the first steps still have to be
taken and results can be ex-
pected not earlier than five
years from now.
Paradigm shifts still have a
limited foothold mainly be-
cause these are revolutionizing
the way companies are tradi-
Nagel, M., Environmental Supply-
Chain Management versus Green
Procurement and Environmental
Supply-Chain Management versus
Life Cycle Analysis, Proc. Int.
Symposium in Electronics and
Environment, p. 219 and 118, May
2000, San Francisco, ISBN
0-7803-5962-3.
THE JOURNAL OF SUSTAINABLE PRODUCT DESIGN
ANALYSIS
tionally operating. This is
however the field in which the
biggest environmental lessons
and societal gain can be made.
Currently there is a strong
push in this sector, particularly
on the basis of technology-
driven product service combi-
nations. The examples given
in this paper show that in both
‘new’ and ‘old-economy’ prod-
ucts, using paradigm shifts as
a management approach can
be very fruitful.
Overall it is concluded that
there are at least five ways
forward in green. All run in
the same direction, e.g. com-
bining environmental and eco-
nomical gain. We are still at
the beginning of these av-
enues. Five to ten years from
now it is likely that this will
result in a long but rewarding
trip.
Stevels, A.L.N., Green Marketing
of Consumer Electronics Prod-
ucts, Proc. ‘Electronics Goes
Green’ conference, September
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