Open Access Open Access  Restricted Access Subscription Access

Green Marketing and Corporate Environment Strategy


 

In this paper, we examine green marketing strategies and specifically we try to determine environment-friendly customer loyalty strategies and techniques in a hypermarket context. In recent years, Tunisia, like all European countries, has been involved in international projects to protect the environment and has therefore followed European guidelines and standards. Companies’ environment management tools are now diversified more than ever. For example, mapping tools and their efficiency assessment have become real management tools. Sustainable development and environmental ethics have now become a research topic that is attracting the attention of many green marketing researchers around the world. Then, this study tries to determine the impact of the new approach of green marketing on Tunisian customer behavior through a case study of the Carrefour group.


User
Notifications
Font Size

Abstract Views: 114

PDF Views: 80




  • Green Marketing and Corporate Environment Strategy

Abstract Views: 114  |  PDF Views: 80

Authors

Abstract


In this paper, we examine green marketing strategies and specifically we try to determine environment-friendly customer loyalty strategies and techniques in a hypermarket context. In recent years, Tunisia, like all European countries, has been involved in international projects to protect the environment and has therefore followed European guidelines and standards. Companies’ environment management tools are now diversified more than ever. For example, mapping tools and their efficiency assessment have become real management tools. Sustainable development and environmental ethics have now become a research topic that is attracting the attention of many green marketing researchers around the world. Then, this study tries to determine the impact of the new approach of green marketing on Tunisian customer behavior through a case study of the Carrefour group.




DOI: https://doi.org/10.24940/theijbm%2F2019%2Fv7%2Fi12%2FBM1912-057