This case study looks at the opportunities and challenges of the Danish pharmaceutical company Novo Nordisk with regard to its approach to sustainability in China faced from 2012. Novo Nordisk is known for endeavor known to integrate their activities in a financially, environmentally and socially responsible manner, and many of Novo Nordisk Novo Nordisk employees pride themselves refer to as “triple bottom line (TBL) business.” Novo Nordisk has been in China for more than 50 years, but since th … Read more »

This case study looks at the opportunities and challenges of the Danish pharmaceutical company Novo Nordisk with regard to its approach to sustainability in China faced from 2012. Novo Nordisk is known for endeavor known to integrate their activities in a financially, environmentally and socially responsible manner, and many of Novo Nordisk Novo Nordisk employees pride themselves refer to as “triple bottom line (TBL) business.” Novo Nordisk has been in China for more than 50 years, but as the Chinese economy has expanded enormously, this increase in wealth and more sedentary Western lifestyles have led to increasing problems with obesity. As a result, China’s insulin market is booming. Novo Nordisk therefore facing new challenges in terms of how his TBL program still allowed in a way to organize a comprehensive approach to ensure the organization Novo Nordisk China to adopt initiatives that fit the Chinese business context. Moreover, with ever-increasing competition for access to China’s lucrative insulin market, Novo Nordisk’s competitors also engage in sustainability, which means that Novo Nordisk must remain innovative, to use means and sustainability must be a source of competitive advantage.

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from
Jette Steen Knudsen,
Dana Brown
Source: Ivey Publishing
17 pages.
Release Date: 7 September 2012. Prod #: W12186-PDF-ENG
Novo Nordisk: Managing Sustainability at home and abroad HBR case solution

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