By 2013, Sobey's Inc., one of Canada's biggest food retailers, had initiated a number of plans in order to reduce its environmental footprint and to strive to satisfy the public's expectations that business would address such sustainability issues as waste management, genetically modified products and food safety. At the very top of Sobey's program was to develop a sustainable seafood strategy. While data collection, metric choice, worker incentives and client instruction were significant parts of this emerging strategy, a central decision was what products to select to sell or not to sell. Particular important competitions had declared that they'd sell just "certified sustainable" seafood, an approach firmly recommended by the well reputed environmental institutions.
Sobey’s, on the flip side, determined that abandoning uncertified seafood would not only hamper its bottom line but also would remove the way it can push at the very fisheries that needed more guidance towards better practices. Yet, to continue to sell "red zone" seafood was quite controversial and might jeopardize Sobey's standing as a leader in sustainable practices - an outcome that could have serious negative consequences in the market. In this circumstance, the vice president of sustainability needed to execute a sustainable seafood strategy by the end of year. Writer Anthony Goerzen is affiliated with Queen's University.
Sobey's Inc A Strategic Approach to Sustainable Seafood Supply case study solution
PUBLICATION DATE: February 21, 2014 PRODUCT #: W13623-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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