Sustainability Management In The Mining Industry 2010-2012 --- Aarkstore Enterprise

Summary

Summary

Sustainability Management in the Hotel & Cruise Industry 2010-2012: Market Opportunities, Hotel & Cruise Industry Buyer Demand, Post Recession Dynamics and Business Trends Forecast is a new report by ICD research that analyzes how hotels and cruise companies perceive sustainability; specific procurement strategies and practices being undertaken; how sustainability initiatives have been affected by the economic downturn; and what actions are being taken to minimize its negative effects. This report also examines category-level spending outlooks; sustainable procurement budgets; supplier selection criteria; competitive structure developments; the principal challenges associated with the implementation of sustainability practices; market-specific growth opportunities; and the investment opportunities available for leading purchase decision makers. In addition, this report explores both buyer and supplier expectations of profitability as the industry progresses into 2011, and reveals the stakeholders responsible for sustainability-related decisions.

Scope

The report is based on primary survey research conducted by ICD Research accessing its B2B panels comprised of senior purchase decision makers and leading supplier organizations

Opinions and forward looking statements on sustainability management of over 100 industry executives are captured in our in-depth survey, of which 64% represent Directors, C-levels & Departmental Heads

Analysis of buyer spend on sustainability, sustainable procurement practices and post recession industry developments

Key topics include category-level sustainability spending outlooks, market-specific growth opportunities, available investment opportunities, sustainable procurement budgets and the principal challenges associated with the implementation of sustainability practices

In the report buyers identify sustainability measures suppliers should undertake to maintain their business, along with their sustainable procurement budgets

The geographical scope of the research is global drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific and Africa & Middle East

Reasons To Buy

Drive revenues by understanding future sustainable product investment areas and growth regions by leading industry players

Formulate effective sales & marketing strategies by identifying how buyer sustainability budgets are changing and where spend will be directed to in the future

Better promote your business by aligning your capabilities and business practices with your customers changing sustainability needs during these times of market uncertainty

Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers

Uncover the business outlook, key sustainability challenges and opportunities identified by suppliers and buyers in the industry

Key Highlights

Attracting new customers, positive outcomes for the environment and cost savings are major drivers influencing sustainability efforts in the hotel and cruise industry.

Post recession some 66% of industry players are looking to increase their sustainability budget over the next 12 months, with only 5% looking to decrease it.

More than 46% of companies in the hotel and cruise industry are collaborating with suppliers, customers and consultants to achieve sustainable supply chain objectives.

Table of Contents :

Chapter 1: Executive Summary

Chapter 2: Introduction

Heading: Profile Of Survey Respondents

Chapter 3: Sustainability In The Hotel and Cruise Industry

Heading: What sustainability means to the hotel and cruise industry

Heading: Leaders of sustainability in the hotel and cruise industry

Heading: Implementation of sustainability practices in the hotel and cruise industry

Heading: The drivers of sustainability in the hotel and cruise industry

Chapter 4: How The Economic Downturn Has Affected Sustainability Initiatives In The Hotel and Cruise Industry

Heading: The importance of sustainability after the recession

Heading: Post recession spending trends

Heading: Post recession modifications to sustainability initiatives

Heading: Leading concerns in the effective implementation of sustainable practices

Chapter 5: Demand For Sustainability In 2010-2012

Heading: How sustainability initiatives will impact future profitability

Heading: Customer demand for sustainable products and services: regional growth forecasts

Heading: Predictions of customer spend on sustainability

Heading: Customer acceptance of green initiatives

Heading: Important attributes of sustainable development in the value chain

Chapter 6: Hotel and Cruise Industry Sustainable Procurement Dynamics

Heading: Critical sustainability factors for supplier selection

Heading: Leading collaborators for achieving sustainable procurement

Heading: Leading challenges in achieving sustainable procurement

Chapter 7: Hotel and Cruise Industry Buyer Spend Activity

Heading: Annual procurement budgets: 2010-2011

Heading: Sustainability budgets in the hotel and Cruise industry: 2010-2011

Heading: Level of sustainable procurement by product and service category

Chapter 8: Appendix

List of Tables

Table 1: Count of global hotels and cruise industry survey respondents by company type (number of respondents), 2010 industry survey

Table 2: Buyer respondents by job role (% of buyer respondents), global hotels and cruise industry, 2010

Table 3: Buyer respondents by organizations global company turnover (% of buyer respondents), global hotels and cruise industry, 2010

Table 4: Buyer respondents by organizations total employee size (% of buyer respondents), global hotels and cruise industry, 2010

Table 5: Buyer respondents by region (% of buyer respondents), global hotels and cruise industry, 2010

Table 6: Supplier respondents by job role (% of supplier respondents), global hotels and cruise industry, 2010

Table 7: Supplier respondents by organizations global company turnover (% of supplier respondents), global hotels and cruise industry, 2010

Table 8: Supplier respondents by organizations total employee size (% of supplier respondents), global hotels and cruise industry, 2010

Table 9: Supplier respondents by region (% of supplier respondents), global hotels and cruise industry, 2010

Table 10: Hotel / Cruise operator: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 11: Hotel / Cruise industry supplier: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Table 12: Perceptions of sustainability in the global hotels and cruise industry by company turnover: (% of all respondents), 2010-2011

Table 13: Regional variations: perceptions of sustainability in the global hotels and cruise industry (% of all respondents), 2010-2011

Figure 14: Perceptions of sustainability in the global hotels and cruise industry by senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 15: Perceptions of sustainability in the global hotels and cruise industry by senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 16: Champions of sustainability in the global hotels and cruise industry: hotel / cruise operator vs. hotel / cruise industry supplier (% of all respondents), 2010-2011

Table 17: Champions of sustainability in the global hotels and cruise industry by region: North America, Europe, Asia-Pacific, Rest of the World (% of all respondents), 2010-2011

Table 18: Champions of sustainability in the global hotels and cruise industry by company turnover (% of all respondents), 2010-2011

Table 19: Hotel / Cruise operator: level of implementation of sustainability practices in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 20: Hotel / Cruise operator: level of implementation of sustainability practices in the global hotels and cruise industry (% of hotel / cruise supplier respondents), 2010-2011

Table 21: Drivers of sustainability practices in the global hotels and cruise industry: buyer vs. supplier comparison (% of all respondents), 2010-2011

Table 22: Global hotels and cruise industry: the importance of sustainability after recession (% of hotel / cruise operator respondents), 2010-2011

Table 23: Hotel / Cruise industry supplier: the importance of sustainability in the global hotels and cruise industry after recession (% of hotel / cruise industry supplier respondents), 2010-2011

Table 24: Regional variations: global hotels and cruise industry: the importance of sustainability after recession (% of all respondents), 2010-2011

Table 25: Variations by company turnover: global hotels and cruise industry: the importance of sustainability after recession (% of all respondents), 2010-2011

Table 26: Global hotels and cruise industry: senior level responses on the importance of sustainability after recession (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 27: Global hotels and cruise industry: post recession spending trends in sustainability: hotel / cruise operator (% of all buyer respondents), 2010-2011

Table 28: Global hotels and cruise industry: post recession spending trends in sustainability: hotel / cruise operator: all increase / all decrease / all no change responses (% of all buyer respondents), 2010-2011

Table 29: Global hotels and cruise industry: post recession spending trends in sustainability: buyer vs. supplier comparison (% of all respondents), 2010-2011

Table 30: Regional variations in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Table 31: Regional variations in the global hotel and cruise industry: post recession spending trends of companies who assign importance to sustainability after recession (% all respondents expecting increase in budget), 2010-2011

Table 32: Variations by company turnover in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Table 33: Variations by employee size in the global hotels and cruise industry: post recession spending trends in sustainability (% of all respondents), 2010-2011

Table 34: Post recession spending trends of companies who assign importance to sustainability after recession, global hotel and cruise industry (% all respondents expecting increase in budget), 2010-2011

Table 35: How sustainability initiatives have changed in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 36: Hotel / Cruise industry supplier: how sustainability initiatives have changed in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Table 37: How sustainability initiatives have changed in the global hotel and cruise industry by companies assigning higher importance to sustainability after recession: (in the process of implementing and implemented responses), 2010-2011

Table 38: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: hotel / cruise operator (% of buyer respondents), 2010-2011

Table 39: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: buyer vs. supplier comparison (% of all respondents), 2010-2011

Table 40: Global hotels and cruise industry: leading concerns in the effective implementation of sustainable practices: regional variations (% of all respondents), 2010-2011

Table 41: How sustainability initiatives will impact future profitability in the global hotels and cruise industry: hotel / cruise operator (% of all buyer respondents), 2010- 2012

Table 42: Regional variations of how sustainability initiatives will impact future profitability in the global hotels and cruise industry (% of all respondents), 2010-2012

Table 43: How sustainability initiatives will impact future profitability in the global hotels and cruise industry by company turnover (% of all respondents), 2010-2012

Table 44: How sustainability initiatives will impact future profitability in the global hotels and cruise industry; by employee size (% of all respondents), 2010-2012

Table 45: Hotel / Cruise operator: forecast growth in customer demand for sustainability by country (hotel / cruise operator respondents), 2010-2012

Table 46: Hotel / Cruise industry supplier: forecast growth in customer demand for sustainability by country (hotel / cruise industry supplier respondents), 2010-2012

Table 47: Predictions of customer spend on sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Table 48: Predictions of customer spend on sustainability in the global hotels and cruise industry (% of hotel / cruise supplier respondents), 2010-2011

Table 49: Predictions of customer spend on sustainability in the global hotels and cruise industry by senior level respondents (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2011

Table 50: Anticipated level of customer acceptance of green initiatives in the global hotel and cruise industry: (% of all respondents), 2010-2011

Table 51: Buyer vs. supplier comparison: anticipated level of customer acceptance of green initiatives in the global hotel and cruise industry (% of all respondents), 2010-2011

Table 52: Senior level respondents: anticipated level of customer acceptance of green initiatives in the global hotel and cruise industry (% of CEO/MD/VP/SVP/HOD/Director level respondents), 2010-2012

Table 53: Hotel / Cruise operator: important attributes of sustainable development in the value chain, global hotels and cruise industry (% hotel / cruise operator respondents), 2010-2011

Table 54: Hotel / cruise industry supplier: important attributes of sustainable development in the value chain, global hotels and cruise industry (% hotel / cruise industry supplier respondents), 2010-2011

Table 55: Critical sustainability factors for supplier selection in the global hotels and cruise industry: hotel / cruise operator (% all buyer respondents), 2010-2011

Table 56: Leading collaborators for achieving sustainable procurement in the global hotels and cruise : hotel / cruise operator respondents (% all buyer respondents), 2010-2011

Table 57: Global hotels and cruise industry: leading challenges in achieving sustainable procurement (% all buyer respondents), 2010-2011

Table 58: Annual procurement budgets in US$ in the global hotels and cruise industry (% of all buyer respondents), 2010-2011

Table 59: Annual procurement budgets in US$ in the global hotels and cruise industry by region (% of all buyer respondents), 2010-2011

Table 60: Annual procurement budgets in US$ in the global hotels and cruise industry by company turnover (% of all buyer respondents), 2010-2011

Table 61: Earmarked budget for sustainable products and services: hotel / cruise operator (% of buyer respondents), global hotels and cruise industry, 2010-2011

Table 62: Regional variations in earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Table 63: Variations by company turnover in earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Table 64: Earmarked budget for sustainable products and services by companies who consider sustainability increase profitability (% of all buyer respondents), global hotel and cruise industry, 2010-2011

Table 65: Variations by decision making authority in earmarked budget for sustainable products and services (% of all buyer respondents), global hotels and cruise industry, 2010-2011

Table 66: Level of sustainable procurement by product and service category (% of hotel / cruise operator respondents), global hotels industry, 2010-2011

Table 67: Full survey results closed questions (Hotel Industry)

Table 68: Full survey results closed questions (Cruise Industry)

List of Figures

Figure 1: Hotel / Cruise operator: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Figure 2: Hotel / Cruise industry supplier: perceptions of sustainability in the global hotels and cruise industry (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 3: Perceptions of sustainability in the global hotels and cruise industry by company turnover: (% of all respondents), 2010-2011

Figure 4: Regional variations: perceptions of sustainability in the global hotels and cruise industry (% of all respondents), 2010-2011

Figure 5: Champions of sustainability in the global hotels and cruise industry: hotel / cruise operator vs. hotel / cruise industry supplier (% of all respondents), 2010-2011

Figure 6: Champions of sustainability in the global hotels and cruise industry by region: North America, Europe, Asia-Pacific, Rest of the World (% of all respondents), 2010-2011

Figure 7: Champions of sustainability in the global hotels and cruise industry by company turnover (% of all respondents), 2010-2011

Figure 8: Hotel / Cruise operator: level of implementation of sustainability practices in the global hotels and cruise industry (% of hotel / cruise operator respondents), 2010-2011

Figure 9: Level of implementation of sustainability practices in the global hotels and cruise industry: (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 10: Regional variations: level of implementation of sustainability practices in the global hotels and cruise industry (% of in the process of implementing and implemented combined respondents), 2010-2011

Figure 11: Variations by company turnover: level of implementation of sustainability practices in the global hotels and cruise industry (% of in the process of implementing and implemented respondents), 2010-2011

Figure 12: Drivers of sustainability practices in the global hotels and cruise industry: buyer vs. supplier comparison (% of all respondents), 2010-2011

Figure 13: Regional variations: high influence drivers of sustainability practices in the global hotels and cruise industry (% of all high influence respondents), 2010-2011

Figure 14: Variations by company turnover: high influence drivers of sustainability practices in the global hotels and cruise industry (% of all high influence respondents), 2010-2011

Figure 15: Global hotels and cruise industry: the importance of sustainability after recession (% of hotel / cruise operator respondents), 2010-2011

Figure 16: Hotel / Cruise industry supplier: the importance of sustainability in the global hotels and cruise industry after recession (% of hotel / cruise industry supplier respondents), 2010-2011

Figure 17: Regional var

by: Aarkstore Enterprise

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