Professional Documents
Culture Documents
of Brundtland presents some utopian premises; above all, when it establishes the idea of
attend the human needs, with increase of the production potential and certainly giving
the same opportunities for all. Evidently, discourse and practice can be, and they are
different, which doesn't eliminate the importance of the concept and the need of
pursuing its application, come what may be the range of the model. Besides, it is
necessary to recognize that the sustainable development doesn't have an only absolute
pattern, and that can change with the society or the industrial sector in which the
concept is being applied [2].
The range of the sustainability values, demonstrated by larger investments of the firms,
is resulted from the process of understanding society regarding the environmental
questions [14]. The societal marketing1, expressed for media tools, is very important
in the consolidation of a new group of values, demands and consumption patterns
associated to the correct environmentally products [8].
Beyond create new opportunities of businesses, the environmental question offer the
appearance of important technological innovations, also called of environmental
innovations or "eco-innovations" [9]. The production of eco-innovations requires an
accumulation of knowledge on the market and scientific researches that allow the
development of environmental solutions. They can appear from small improvements in
the routine activities to great modifications of products and processes to reach the goals
of the organization.
Recent researches on strategic management2 observed that the environmental themes
influences the definition of trade and marketing strategies, as a result of a larger
costumers understanding and expectation for the correct environmentally products.
That reveals the importance of the linked questions to the reputation and image of the
company associated to the ethics and the social responsibility [34]. The corporate
reputation characterized by its values as for the sustainable development in the market
can be understood as a valuable strategic asset in the search for competitive advantage if
articulated and presented in a differentiated way or complex.
These resources, transformed by innovative capabilities, should offer value and being
rare, inimitable, non-substitutable and non-transferable to sustain competitive
advantages [17] and [10]. Therefore, the politics of sustainable development can induce
differentiated results for being associated to endogenous factors to the company (as the
possibility to transform those values in innovation capabilities) and exogenous (related
to the intensity of market acceptance). As those resources and the innovation
capabilities are not available as a "product" to be acquired, they should be created by the
company. It is from this point o view of creation the company can differ, creating
heterogeneity among their players [34].
Societal marketing can be understood as " the task of determine the needs, the desires and the interests
of the market and to supply the satisfactions wanted more efficiently than the players, in a way that
preserves or improve the consumer's well-being and the society " [19].
2
A research entitled Meeting Changing Expectations, accomplished in 1998 [36].
For the reference [24], the intense competitiveness make the companies of a certain industrial sector to
stay attentive to an atmosphere characterized by the rivalry, for the appearance of new players, for the
substitute products launched and for the crescent power of bargain from the buyers and suppliers.
inimitable: because of the singularity of the conditions in which are acquired; and iii)
non-substitutable and non-transferable: because there are no alternative forms of
reaching the same results.
The management of the resources and of the capabilities for the innovation that it
induces to competitive competencies is difficult to imitate and transferred for being
established in the arrangements and complementarities of the organizational processes
and routines of the companies, with strong tacit nature and intricate reproduction. The
activities that characterize the innovation capabilities are [12]:
Forecasting and evaluation: Identify the future of technological development is a
speculative exercise that generates sceneries in the areas of science and technology,
signaling paths to be probably following for the companies. The evaluation of the
context in that the company operates includes the national innovation system and the
relationships and impacts on the other companies.
Search and selection: The innovation capability involves the search and the selection of
technologies that can guarantee the base for the competitiveness. That task is influenced
by the volume of accumulated knowledge by the companies.
Acquisition and protection: Activity related to the sources of acquisition of new
technological resources for the companies through research and development, licenses,
alliances and direct acquisition.
Implementation: The innovation is conditioned to its implementation capability.
Thereby, the development of a technological plan helps to visualize priorities of
businesses, when it evaluates the research and development capability of the
organization, the immediate and strategic needs of the company that the research
activity and development can or not serve, beyond the future of technical potential and
business of several technologies. Reference [23] shows that this activity as also
accompanied of a number of "complementary assets" required for the
commercialization, such as manufacture, competitive capacity, sales, marketing,
distribution and services.
Coordination and integration: The ability to coordinate and integrate all of the
companys functions around their activities and technological priorities is the tonic of
this activity, could be organized for the strategic management of the technological
companys portfolio. For the reference [28], it means that the company should also
develop ability to lead to a better integration and flexibility of the organizational
structure.
Alignment: The last activity that characterizes the innovation capability of a company is
its ability to align technology with businesses strategy. Some tools have been aiding in
the orientation of the research and development activities as source of businesses
opportunities.
Although the innovation is seen more and more as a powerful way of build and sustain
competitive advantages - besides a form of strengthening the companies in the defense
of their strategic positions - in an isolated way it is not a guarantee of success [31].
Thereby, the innovation also depends on the way as this process is conducted; in other
The multinationals are the majority among the companies of large size, and many are
originally from the pharmaceutical and food sectors. Those companies acquire
advantage of the economy scale for the fact of it develops correlate activities and act in
diversified segments. It is the case of the Americans Johnson & Johnson, ColgatePalmolive, Procter & Gamble and of the Anglo-Dutch Unilever. There are also
multinational companies with concentrated performance in the perfumery and cosmetics
segments, such as L'Oreal, Shiseido, Estee Lauder, Revlon, Coty, Avon, Mary Kay and
Nude Skin. Most of the multinationals has interest in Brazil for being a large consuming
market (with mass market segments) and because of the possibility to serve other
markets from a brazilian base, what assure a relevant strategic position [33].
Besides those companies dont expend significant amounts to develop new products,
neither local innovative productive capability, making adaptation of imported
technology. Brazilian characteristics and preferences of consumption could be factors of
motivation; at least, adaptation of global products to the local market, what doesn't
occurs. For the great possibility of it accomplish technological transfer, those companies
doesnt collaborate too much with the promotion of the technological capability of the
country [33].
The presence of large diversified and specialized companies in the sector contrasts with
several small and medium national companies, focused in the production of perfumes
and cosmetics. From those national companies, Natura and Boticrio are relevant
examples of large organizations along with a considerable number of small and medium
companies, such as Ox Marrow, Valmari, Vita Derm, Juru, Payot, Pharmaervas,
Chamma da Amazonia, Niasi and others. Those companies not only acts in cosmetic
sector but usually it also produces perfumes, personal care products and even soap.
An emerging tendency in this industry - object of the investigation of this paper - is the
fact that some brazilian companies are incorporating Amazonia biodiversity ingredients
extracted of peels, leafs, roots, seeds or fruits as raw materials of their products, in
response to strong competition with the multinationals. However, those national
companies present quite different approaches about the use of biodiversity ingredients,
with implications equally different in relation to the sustainable development.
The most important difference is the existence of companies that incorporate in their
products the use of natural raw materials (here identified as "natural companies) - not
being necessarily based in organized activities according with sustainability principles4
- and others that are responsible for environmental and socially proactive products
(called sustainable companies). Thereby, sustainable companies not only appropriate
of such natural ingredients for the formulation of their products, but they also mobilize a
series of instruments that guarantee the environmental preservation and the
sustainability in the extraction of raw materials. Besides the internalization process in a
sustainable way of those assets in the innovation strategies tends to lead those
companies to rethink their resources and innovation capabilities, as well as the process
of innovation management, under perspective of the sustainable development. In the
group of companies understood here as "sustainable" we emphasize Natura, a case that
will be examined ahead, in agreement with principles of the resources and "innovation
4
Many of those companies are making use of the "Amazonia" brand, or the Brazilian biodiversity
principles, simply as a marketing tool or a way of attracting consumers.
Natura will be one of the world leaders of its market, differing for the quality of the
relationships that establish, for its faiths and expressed values in a radical way, through
products, services and business behavior that it promotes the best relationship itself,
with the nature and all that surround it.
In the year 2000, Natura launched the Ekos - sustainable products line of personal care,
perfumery and cosmetics. It is biodegradable products, decomposed in the nature in up
to 28 days. The packing are recycled, the flasks are made of resin, with a percentage of
recycled material, and there is a refill option for all the product line.
To create that line of products the company didn't lean on any norm or pattern of
external quality certification (such as ISO - International Organization for
Standardization series). According with Natura, it was not followed a preset system of
management based in specific indicators of excellence and environmental practices. In
other hands, an appropriate model of management and technological processes was
adopted to the strategy of the company.
D) Mobilization of knowledge sources and technological competencies: establishing
partnerships with suppliers, no-governmental organization, centers and research
foundations
The specific model of application of the principles of the sustainable development for
Natura is revealed by the establishment of training and partnership nets with suppliers
such as the German Cognis and the British Croda that extracts the entire ingredients
from the brazilian flora without harming the environmental balance and the
biodiversity. The interviewed revealed that those companies commit to not use infantile
labor and to preserve the communitys traditions and lifestyle of the Amazonia forest
from where are coming those ingredients.
To assure that those inputs are extracted in a sustainable way, Natura developed the
Assets Certification Program with the suppliers, leaning and monitored by an NGO (nogovernmental organization) - Imaflora5 [15]. That program is a training work of the
process of custody of the assets (ingredients), and it treats the courses attendance of the
raw material from its extraction to the arrival into the company. The program
establishes environmental and social criteria and it is composed by the following stages:
Thereby, to support and to expand its investments in sustainable products, Natura also
mobilized a partnership with the Research Assistance Foundation of the So Paulos
5
To the interviewed of Natura, Imaflora is a certifier that verifies if the extraction and handling of the
assets is made in a sustainable way. With its grant, a company can request the stamp of Forest
Stewardship Council (FSC), entity globally recognized, since Imaflora is trusted by FSC.
The first announcement of the Natura Campus was thrown in March of 2003 and its
concentration area was the biodiversity works. The program search to form science and
technology competence in the brazilian biodiversity, biotechnology, cellular
biochemical, cosmetic ingredients development, environment and packing areas.
According to the interviewed of the company, in 2003/2004 it was selected 14 research
and development projects that will have to be executed in two years and will throw
new announcements in other concentration areas. Besides, Natura established a
systematic exchange with excellence centers outside Brazil, that allow its researchers
to a permanent contact with the main progresses in the pharmaceutical, chemical and
biochemical areas [21].
E) Implementation of Natura's projects innovation: making research &
development and complementary assets for the innovation in the market
To implement its projects of innovation, Natura built a center of R&D and cosmetics
innovation on its plant situated in Cajamar, state of So Paulo, which launched about
200 new products per year [11]. In agreement with the interviewed of the company, it
applies 3.5% of their liquid revenue in the R&D area, launching a product each two
days. In the line of the biodiversity, actually the company has about 43 projects - half of
the investment in R&D was leaded to this area, with expectation of increase the profile
of the sustainable products range.
Introducing Amazonia ingredients such as Priprioca, Andiroba, Cumaru, Copaba,
Preciosa, Murumuru and other in its sustainable products, the company developed a
process of technology acquisition based on ingredients of the brazilian biodiversity, that
begins with the searching of knowledge in the brazilian universities, suppliers, popular
research and company's accumulated data about medicinal flora. This knowledge is
qualified to feed a database of botanical assets.
Afterwards, a discerning analysis of the researched botanical assets was in according to
phitochemical, safety and effectiveness criterions to compose the final products of the
company. The assets that assist such criterions are approved and become disposable for
been used in the process of new products development and certification for sustainable
supply; the no approved assets continue feeding the database of the company (Fig. 1).
10
11
12
based on the traditional formats of production through the simple insert, manipulation
and mixture of formulas with some natural principles. In the perspective of those
companies, the activities of R&D many times are not necessary, and the processes of
technological, organizational and suppliers management become substantially simpler.
However, in sustainable companies (the case of Natura), the process of interiorizing
the sustainability principle, suggested product innovations not only under the point of
view of its concept, but also under the perspective of the technological management,
also inducing the implementation - nothing trivial, of entirely new routines in the
company, in different fields, that mobilized the management of its resources and
innovative capabilities such as:
The search and selection of risks, technological and market opportunities that make
possible lead the company to generate its new innovation projects linked to the
principles of the sustainable development. Launching products with larger value added
along with premium prices, Natura explored at the internal market niches not occupied
for the multinational companies, and established values with the consumers; in the
external market, visualized a continuous growing demand for "environmentally correct"
products of the brazilian botanical biodiversity, allowing its productive and commercial
internationalization.
The alignment of its technological and competitive platforms, along with the principles
of the sustainable development, making use of the brazilian botanical biodiversity. To
make it possible, the company integrated its technological and corporate missions,
created specific managerial processes, and involved critical functions of the company
around this technological strategy.
The mobilization of knowledge sources and technological competencies, through
partnerships with: i) suppliers, for the extraction and handling of the environmental
assets with the local communities; ii) no-governmental organization, for support and
monitoring the assets certification program with its suppliers; iii) centers and research
foundations, aiming not only to apprehend the movements and the scientific and
technological tendencies in the linked areas to the sustainable development and
biodiversity, but also acquire knowledge to build its innovation strategy.
The implementation of its innovation projects evaluating its potential in R&D and
expanding this area, with the built of a wide center of R&D and cosmetics. Besides, the
company implanted management tools for acquisition of technologies based in assets of
the brazilian biodiversity. Also some tools for generation, selection and implementation
of new products in the market were used, through the approach of the innovation funnel.
Finally, Natura developed complementary assets of marketing, commercialization and
distribution to make possible its innovations in the market, leading the Natura's
consumers more and more to see the company as ethical, responsible and innovative,
that got to transform the sustainable development principles in a viable opportunity of
businesses and that assists to the consumption.
13
References
[1] Associao Brasileira da Indstria de Higiene Pessoal, Perfumaria e Cosmticos,
Apresenta o setor, Retrieved 10/20/04 World Wide Web, http://www.abihpec
[2] Baroni, M.; Ambigidades e deficincias do conceito de desenvolvimento
sustentvel, Revista de Administrao de Empresas, vol. 32, n.2, pp. 14-24, 1992.
[3] Borger, F. G.; Responsabilidade social: efeitos da atuao social na dinmica
empresarial, Management, Economic and Accounting Inst., University of So
Paulo, MSc Thesis, 2001.
[4] Chatterji, D.; Accesing external sources of technology: a rich menu of good
industry practices awaits companies wishing to initiate or improve their technology
sourcing efforts, Research Technology Management, pp. 48-56, Mar./Apr. 1996.
[5] Chiesa, V. and R. Manzini; Towards a framework for dynamic technology
strategy, Technology Analysis & Strategic Management, pp. 111-129, Mar./Apr.
1998.
[6] Comisso Mundial sobre Meio Ambiente e Desenvolvimento; Nosso futuro comum.
Rio de Janeiro: Editora FGV, 1991.
[7] Cooper, R., S. Edgett and E. Kleinschmidt; Portfolio management for new products.
Cambridge MA: Perseus, 2001.
[8] Corazza, R. I.; Inovao tecnolgica e demandas ambientais: notas sobre o caso da
indstria brasileira de papel e celulose, Science and Technology Policy Dept.,
Campinas University, MsC Thesis, 1996.
[9] Daroit, D. and L. F. Nascimento, A busca da qualidade ambiental como incentivo
produo de inovaes, in Papers presented at ENCONTRO DA ANPAD [CDROM], Florianpolis: ENANPAD, September, 2000.
[10] Dierickx, I. and K. Cool.; Asset stock accumulation and sustainability of
competitive advantage, Management Science, vol. 35, pp. 1504-1513, 1989.
[11] Diretrio de Pesquisa Privada - Finep, Relatrio setorial preliminar: setor de
cosmticos,
Retrieved
10/05/04
World
Wide
Web,
http://www.finep.gov.br/PortalDPP
[12] Dodgson, M.; The management of technological innovation: an international and
strategic approach. Oxford: Oxford University Press, 2000.
[13] Durand, R.; The relative contributions of inimitable, non-transferable and nonsubstitutable resources to profitability and market performance, 1999,
unpublished.
[14] Faria, H. M.; Benefcios econmicos da gesto ambiental: uma discusso,
Itajub Federal School of Engineering, MsC Thesis, 2000.
[15] Fundao de Amparo Pesquisa de So Paulo; Bons frutos do conhecimento,
Revista Pesquisa Fapesp, pp. 19, Abr. 2003.
[16] Gomes, G. M.; Desenvolvimento sustentvel no nordeste brasileiro: uma
interpretao impopular, in Desenvolvimento sustentvel no nordeste brasileiro,
G. M. Gomes, H. R. Souza and A. R. Magalhes, Ipea: Braslia, 1995.
[17] Hart, S.; A natural-resource-based view of the firm, Academy of Management
Review, vol. 20, n. 4, pp. 986-1014, 1995.
[18] Kline, S. J. and G. N. Rosenberg; An overview of innovation, in The positive
sum strategy: harnessing technology for economic growth, R. Landau and G. N.
Rosenberg, National Academy Press: Washington, D.C., 1986.
[19] Kotler, P.; Administrao de marketing: a edio do novo milnio. So Paulo:
Prentice Hall do Brasil, 2000.
14
15