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Sears Canada (A)

Stephan Vachon ; Ramasastry Chandrasekhar

Reference: IVEY-9B13D014-E
Year: 2009
Number of pages: 13
Geographic Setting: Canada
Publication Date: Jul 12, 2013
Fecha de edición: Jul 11, 2013
Source: Ivey Business School (Canada)
Type of Document: Case
Industry Setting: Retail Trade;

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Description

Sears Canada’s associate vice-president of sustainability faces dilemmas in executing a strategy to reduce the retailer’s carbon footprint. He needs to integrate the concept of sustainability into the company’s larger corporate objectives, drive the concept in individual business units and identify the metrics for tracking the progress of reducing Sears Canada’s carbon footprint.The (B) case, 9B13D015, is positioned two years later, when the associate vice-president is about to leave the company and needs to plan for the transition.

Learning Objective

This case is well suited for an undergraduate or MBA class aimed at examining change management processes related to sustainability. It can also be positioned at the beginning of an environmental management course aimed at understanding the basics of sustainability: clarifying the concepts and definitions related to sustainability initiatives, identifying the metrics related to carbon-footprint reduction, coping with the cross-functional nature of sustainability and the marketing green initiatives in the context of a large retailer.

Keywords

canada performance metrics Productivity Strategy Sustainability