Discusses the importance of environment as it affects organizations in terms of cost containment, dealing with new regulations or reacting to unexpected problems. Looks at the possibilities of “cashing in” on the public’s concern for the environment and views the environment as a means by which to gain competitive advantage in the 1990s. Proposes that pollution management is more than controlling cost; it can be a revenue generator. Concludes that some managers are “out of touch” and that their employees have a better grasp of reality. Emphasizes again that the potential for environmental profit extends far beyond customer appeal.
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