ABSTRACT
The segment of the household nondurable goods industry the company served was growing rapidly, and Seventh Generation was well positioned to thrive in the new environment. The global household nondurable products industry was valued at $156 billion annually, with US sales representing approximately 50% of that figure. The industry was very mature and highly competitive, as population growth in the primary markets of the US and industrialized Europe had stagnated. However, had produced an increased understanding of these contradictions and as a result there had been some success in segmenting green consumers. By entering into mainstream distribution channels, Seventh Generation had created a convenient point of sale that helped to eliminate some of the trade-offs necessary when purchasing green products. In order to build green credibility with consumers it employed a third-party company to publish a thorough corporate social responsibility report each year that documented the sustainability of its operations from suppliers to the post-consumer recycling bins and trash dumps.
