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This research aims to present an exploratory study of the consequences of environmental marketing strategies in New Zealand organisations. In general, empirical research on the impact of environmental practices on organisational outcomes is limited and inconclusive, thus a greater understanding of the consequences associated with successful corporate environmental (CE) organisations is needed.

Eight in‐depth interviews were conducted with leading and proactive CE organisations in New Zealand.

General consequences including innovation, strategic alliances, and improved public relations were found in addition to consequences specifically related to product/service, process‐, and project‐dominant environmental marketing strategies. Negative consequences were also identified.

Owing to the broad nature of the study, it is not possible to make substantial inferences between different industries or specific organisation types and environmental marketing strategies. The size of the sample further limits data generalisability.

Practically, it is anticipated the research will provide guidance for marketing and management leaders in organisations to gain a greater understanding of the consequences associated with environmental strategies. Managers need awareness of the potential impacts of choosing an environmental orientation and strategy.

This research provides the first empirical evidence regarding the consequences for CE organisations except those with previous support relating to organisation performance, brand attitude, employee attitude, and employee commitment and esprit de corps. Several new consequences not previously suggested in previous literature are identified.

To test and explain about the implementation of the green marketing mix strategy, based on an environmental orientation and social capital in increasing the competitive advantage of the real estate developer or company in Bali.

Data collected in this study are primary data. Primary data collection is done by survey method using a research instrument in the form of a questionnaire. This research was conducted at real estate development companies in several cities in Bali. The sample unit is a real estate developer in Bali whose scope of operation project is at least 20 hectares, which means the scale of the property business is a middle-class and upper-class company. The unit of analysis is the company developer in Bali, while the respondent is General Manager, CEO or company owner. Data analysis employs inferential statistics of partial least square (PLS).

The findings in this study indicate that environmental orientation and competitive advantage do not have a significant direct relationship. However, it has an indirect effect through the adoption of a green marketing mix strategy. Thus, the application of the green marketing mix strategy has a positive and significant impact on increasing competitive advantage. Then, environmental orientation has a direct and significant influence on the application of the green marketing mix. Social capital has a positive and significant influence on competitive advantage.

The originality of this study is evident from the effort to deepen the analysis about the Competitive Advantage uses a green marketing mix strategy for real estate developers as a service company. Although there are many studies on EO, the results are still varied so that this becomes something interesting. Thus, in this study the concept of the effect of EO influence was developed on the implementation of the green marketing mix strategy by green property developers.

This paper aims to highlight a model of industry drivers (industries’ environmental reputation and competitive intensity) that affect the sustainability marketing strategy segmentation, targeting and positioning based on customers’ environmental concern and explore the circumstances under which such a strategy affects performance.

The authors examined 64 Iranian export companies, which adopted sustainability marketing strategies across seven different industries. Achieved data are analyzed using a structural equation model methodology.

The results indicate that industries’ environmental reputation is positively related to the sustainability marketing strategies based on customers’ environmental concern and leads to superior financial and market performance. They also posit that competitive intensity has no significant effect on sustainability marketing strategies.

This study specifically examines the impact of industry drivers on sustainability marketing strategy and performance. Logically, there might be other factors affecting the sustainability or other value dimensions that are not addressed in this study.

This paper provides some understanding of how organizations strength their sustainability marketing strategy, and they have to consider what factors to adopt such strategy. This paper also facilitates a better understanding of the customers’ needs and concern as a factor influencing sustainability marketing strategy adoption and implementation. Identifying the customer segmentation and market targeting based on the industry’s environmental can lead to the business will normally tailor the marketing mix (4Ps) with the needs and expectations of the target in mind.

This paper strengthens the effect of environmental concern of customer to understand what influences the success of the sustainability marketing adoption and implementation by investigating the most influential factors such as industries’ environmental reputation and competitive intensity.

Este artículo pretende poner de manifiesto un modelo de impulsores de la industria (reputación ambiental e intensidad competitiva de las industrias) que afecta a la segmentación, orientación y posicionamiento de la estrategia de marketing de sostenibilidad basada en la preocupación ambiental de los clientes y explora las circunstancias en las que dicha estrategia afecta al rendimiento.

Se han examinado 64 empresas exportadoras iraníes que adoptaron estrategias de marketing sostenible en siete industrias diferentes. Los datos obtenidos se analizan utilizando SEM.

Los resultados indican que la reputación ambiental de las industrias se relaciona positivamente con las estrategias de marketing sostenibles basadas en la preocupación ambiental de los clientes y conlleva un rendimiento financiero y de mercado superior. También se afirma que la intensidad competitiva no tiene un efecto significativo en las estrategias de marketing sostenible.

Este estudio examina específicamente el impacto de los impulsores de la industria en la estrategia y el rendimiento de marketing sostenible. Lógicamente, podría haber otros factores que afecten a la sostenibilidad u otras dimensiones de valor que no se abordan en este estudio.

Se analiza cómo las organizaciones fortalecen su estrategia de marketing sostenible y tienen que considerar qué factores adoptar en dicha estrategia. Este artículo facilita también una mejor comprensión de las necesidades y preocupaciones de los clientes como un factor que influye en la adopción e implementación de la estrategia de marketing sostenible. La identificación de la segmentación de clientes y el mercado basado en el entorno ambiental de la industria puede llevar a que el negocio adapte su marketing mix (4Ps) teniendo en cuenta las necesidades y expectativas del público objetivo.

Esta investigación refuerza el efecto de la preocupación ambiental del cliente para comprender qué influye en el éxito de la adopción e implementación del marketing sostenible al investigar los factores más influyentes, como la reputación ambiental y la intensidad competitiva de las industrias.

Sostenibilidad, Estrategia de marketing, Industria, Impacto medioambiental, Clientes, Preocupación ambiental, Intensidad de la competencia, Exportación, Rendimiento financiero, Rendimiento de mercado.

Estudio de caso

This study aims to test and explain the implementation of the green marketing mix (GMM) strategy, based on an environmental orientation (EO) in increasing the competitive advantage (CA) of the real estate developers or companies in Indonesia.

This study was conducted at real estate developer companies in several cities in Bali, i.e. Denpasar, Gianyar, Buleleng, Singaraja and Tabanan of Bali Province, Indonesia, registered as a member of Real Estate Indonesia. Bali was chosen as a province with a very rapid growth of the property sector than other provinces in Indonesia. This study is about census research. The sample unit is a real estate developer in Bali whose scope of operation project is at least 20 hectares, which means the scale of the property business is middle-class and upper-class companies. The unit of analysis was developer companies in Bali, whereas the respondents were the General Manager, CEO or owners of the company. The respondents were chosen so that each question in the questionnaire could be filled correctly and accurately.

EO has a positive but insignificant effect on CA. On the other hand, EO has a positive and significant influence on the GMM strategy. Furthermore, the results show that the GMM strategy has a positive and significant effect on CA.

The originality of this study is evident from the effort to deepen the analysis and the results of the hypothesis testing of previous studies; hence, this study uses a GMM strategy for real estate developers as a service company. The mapping of the previous research is done uses variables related to current research. This study seeks to develop a model from some previous studies aimed at enriching the results of research for further development.

Discusses stakeholder theory (ST) in the context of developing environmental marketing strategy. ST has not been utilized extensively in the marketing literature. Discusses how environmental marketing strategy can be improved by following the four‐step stakeholder management process. This process involves: identifying the relevant stakeholder groups; determining the stake of each group; determining how effectively the “expectations” of each group are met; and developing corporate objectives and priorities that consider the stakeholder′s interests. Through understanding and attempting to socialize key stakeholders, environmental marketing strategy can be made more effective. Provides some examples of the stakeholder socialization process.

The purpose of this paper is to analyse the impact of green marketing strategies on consumer purchasing patterns in Mauritius. The present research also explores the possibility of introducing greener patterns of consumption into contemporary lifestyles in the current context where green products are increasingly available.

This paper reviews the theory of green marketing to identify how customers are persuaded to purchase greener products. It also reports the empirical results of a consumer survey on green marketing strategies by the questionnaire method. The survey questionnaires were administered to 150 respondents visiting various hypermarkets and supermarkets. The questionnaires were processed and analysed with the statistical programme SPSS, using descriptive, correlation and factor analysis.

The findings provide some interesting clues regarding customers’ perceptions on environmental concerns and green products. Further findings suggest that most consumers have expressed a great interest in the protection of the environment and they are strongly concerned about the environment and its degradation. Hence, business executives should host workshops and seminars so as to educate customers on environmental protection and environmental‐friendly products. Results also indicated an overall positive correlation between effective green marketing strategies and customers’ purchasing patterns for green products. Therefore, there is a powerful urge for companies to promote green branding, eco‐labelling and green packaging strategies in order to encourage a greener pattern of consumption among consumers in Mauritius.

The paper suggests a stepping approach to consumer purchasing patterns for greener products could be exploited more within consumer groups that have strong environmental concerns and beliefs in Mauritius. The results also offer precious knowledge on the effectiveness of green marketing strategies which can assist both private and public enterprises in developing and designing appealing green products that will be favoured by customers.

Although green marketing has been an important research topic for several decades, hardly any research has been focused on the impact of green marketing strategies on consumer purchasing patterns in the context of developing countries. This paper has analysed the strength of environmental concerns and beliefs and has provided some insights on green marketing strategies and the various managerial implications have been fully addressed in order to favour the consumption of greener products in Mauritius.

The present study aims to examine the influence of stakeholders on green marketing strategy (GMS). Marketing literature recognizes that stakeholders play a significant role in influencing organizations and markets, but has not targeted a single integrated approach to examine the relationship between stakeholder management and GMS.

This research comprised several phases, including the development of a typology of GMS, an analysis of how managers prioritize stakeholders, a study of the influence of stakeholders on GMS, and an analysis of the influence of the organizational context on managers' perception of the stakeholders. The hypotheses were validated using multivariate correlational techniques.

The study identified the stakeholders associated with GMS and their impact on the strategy adopted by the firms, and established how this is moderated by the firm's own economic sector and organizational characteristics.

Future studies might replicate and extend the research in other industries and countries to ascertain whether environmental concerns have different effects in other contexts.

The surveys on GMS and stakeholder perception undertaken in the present survey are a potential source of information for managers – because they can be used as a self‐diagnostic tool to determine if a firm's attitude to the environment is reactive or proactive.

Results show that the organizational “greening” process is not a linear, one‐dimensional progression, rather an uneven process in which several GMS profiles prioritize different stakeholders. The results also reveal that underlying perceptual, behavioral, and organizational factors influence GMS implementation.

This study attempts to fill the research gap by extending sustainability literature and providing empirical evidence that considers sustainability marketing commitment (SMC) as a fundamental attribute of effective marketing strategy that consequently improves tourism service quality, as represented by service attractiveness.

In the current study, data was collected from 313 tourism and hospitality firms. To test the model, this study applied structural equation modeling (SEM) to investigate the relationships among environmental strategy, SMC, supplier trust and service attractiveness in a mediation-moderation setting.

The results indicate that the multiple mediation effects of environmental strategy may indirectly influence tourist attractiveness through SMC and tourism services. The two-way moderating effects reveal that supplier trust and socialization strengthen the service attractiveness development process, while three-way interaction discovered that socialization and supplier trust positively moderate the relationships between tourism services and service attractiveness.

Sustainable strategy is a future trend for tourism business management; however, unknown to most is the role of marketing and environmental strategy in tourism business due to lack of integration with concepts in marketing strategy, with the multidimensionality of tourism services, and with the function of trust and socialization, critically undermining analyses of service attractiveness. This paper combines corporate sustainability and sustainability marketing methods to explore how an environmental strategy can improve tourism services and enhance a destination's attractiveness based on a mediation-moderation mechanism.

The extant literature provides much-needed support to understand marketing accountability and how marketing actions are related to financial performance (FP). However, we have limited understanding of the relationships between marketing actions and firms' social performance (SP) and environmental performance (EP). Understanding these links is critical to enhancing sustainable FP, SP, and EP. Moreover, the literature provides limited understanding of the measures by which SP and EP may be operationalized, or the data necessary to reach a conclusion. This study bridges these gaps by extensively reviewing the extant literature to offer a set of measures and data sources to operationalize SP and EP, and empirically show their relationships with marketing actions. We find that greenhouse gas (GHG) emission, environmental disclosure score, waste reduction, energy consumption, and recycling are prominent measures of EP, and that social disclosure score, philanthropy or community spending, and diversity of gender and race are prominent measures of SP. The KLD, ASSET4, and Bloomberg are prominent sources of data that can be used to operationalize SP, to which CDP may be added for EP. We also show that marketing actions positively affect EP and SP. This study contributes to the extant literature on SP and EP by identifying measures and data sources and linking marketing actions to both performance types. It contributes to policy development by identifying the importance of EP and SP and how marketing actions can help achieve such performance.

Companies along the forestry‐wood value chain from four European countries were surveyed in order to examine social responsibility in values and environmental emphasis in their marketing planning. Most of the Finnish, Swedish, German and UK companies emphasise environmental issues in their values, marketing strategies, structures and functions. The companies were classified into three groups according to their responsibility values based on the concepts of redirecting customers towards sustainability and the role of governmental balancing of markets. “Proactive green marketers” (companies emphasising pursuing sustainability and believing in free market system) emphasise environmental issues in their marketing planning clearly more than traditional “consumption marketers”, and more than “reactive green marketers” (companies emphasising pursuing sustainability under governmental balancing). We interpret that proactive marketers are the most genuine group in implementing environmental marketing voluntarily and seeking competitive advantage through environmental friendliness. Thus, the example of these progressive companies should be the direction towards sustainable development in business and society. The results also give evidence that green values, environmental marketing strategies, structures and functions are logically connected to each other as hypothesised according to the model of environmental marketing used to guide this study.