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The innovation process of a new product or service can be complex. It is a long journey. So, lots of decisions must be made from the generation and validation of a first idea until the good or service reaches the consumer. All that happens because so many people from both the same company and external agents intervene. However, the person in charge of the innovation project faces the difficulties of the creative process and, on many occasions, he or she has to deal with general obstacles of the company itself. That is because the organisation does not align with specific values. Even if they have included those purposes and values within their strategy, they are not entirely consistent. This chapter assumes that the company is sensitive to sustainability and supports a rational, creative process.

The potential consumer or recipient of that innovation has to be at the centre of every decision. He/she has to be the central axis of any creative process. Consumers are increasingly sensitive and interested in how the products they acquire are manufactured and what type of raw materials are being used (Brochado, Teiga, & Oliveira-Brochado, 2017). We observe a more conscious consumer who, at the same time, is not always willing to pay for it, unfortunately. In this case, it is critical to work very well on the value proposition we are proposing and permanently contrast it with the target audience.

Halal food despite its undeniable importance for Muslims is largely absent in the tourism development and planning literature. Given the fact that today Muslims represent more than 20% of world population and the number of Muslim tourists has grown significantly over recent years, there is a dire need to investigate the halal food's potential for both the tourism industry and world trade. Furthermore, it is important to investigate at both Muslim and non-Muslim tourism sites how availability of halal food has influenced the selection of a particular destination for vacation by Muslims.

Purpose – This chapter develops the case for a global Greenscape. It introduces the green global marketplace (Greenscape) to better understand the global green market.Design/methodology/approach – The chapter introduces current green market practices and adopts case study methodology to present three distinct green cases related to renewable energy, process technology and wastewater recycling and their international market activities. The chapter offers discussion on findings and incorporates the novel technique of discourse analysis using Leximancer 3.0.Findings – The case shows how the Greendex Report (2012) positions Brazil, India, China and Russia at the top of the markets for green product penetration. The developed nations of USA, France and Canada make up the bottom rankings. The chapter finds essential elements for creating the global Greenscape and marketing of green technologies.Research limitations/implications (if applicable) – Empirical research testing success pathways and destination opportunities is desirable.Practical implications (if applicable) – The ‘success and failure criteria’ identify how planning, patent and partnerships are essential for successful entry. Specific market research on G(reen) markets, market information, marketing functions for market entry and market diffusion for renewable products and process technologies such as supply chain elements, and how these interrelate with achieving sustainability goals is essential for successful entry.Originality/value of chapter – The chapter offers a novel and original approach to international green market penetration and offers analysis related to the new world BRIC countries that have been little explored.

In this chapter, we apply APPNIE to two case studies, BIOerg srl and LiMiX srl, which are innovative start-ups born in the Marche Region in Italy. The choice to analyse two companies in the same region is based on the fact that the surrounding ecosystem of innovation and entrepreneurship has a strong impact on the birth and subsequent development of innovative start-ups. Using these two case studies, this chapter shows the differences between SWOT and APPNIE analyses.