In April 1999, John Gummer, chairman of the Marine Stewardship Council (MSC), an independent, global non-profit organization, the implementation of an environmental labeling of fish products in a sustainable way has been charged harvested. Through the program, MSC hoped the purchasing power of consumers to use, and thus the decline in world fisheries. This case describes traditional approaches to solving environmental problems and recent innovative strategies, provides examples of eco-labeling fo … Read more »

In April 1999, John Gummer, chairman of the Marine Stewardship Council (MSC), an independent, global non-profit organization, the implementation of an environmental labeling of fish products in a sustainable way has been charged harvested. Through the program, MSC hoped the purchasing power of consumers to use, and thus the decline in world fisheries. This case describes traditional approaches to solving environmental problems and recent innovative strategies, provides examples of eco-label for a variety of products, and examines consumer attitudes towards the environment and consumers’ purchase behavior. The recent crises – the dolphin-safe tuna and swordfish boycott controversy – the proof of the level of public interest that the general MSC eco-label plan could tap into the Council’s efforts to reverse the decline in the world’s fisheries. Since both of the previous campaigns were tangible and focused on specific issues, it was not clear Gummer that the consumer applied the same way to a more general label to respond to all fish products. Gummer wonders how the Council could get the customers to shop for products marked start and how the MSC should the industry approach to seafood producers, processors, traders and bring everyone on board.
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from
Sonya Grier,
Susan mass rank,
Jonathan Tinter
Source: Stanford Graduate School of Business
33 pages.
Release date: 01 June, 1999. Prod #: M297-PDF-ENG
Marine Stewardship Council HBR case solution