Sustainability in the European Interior Design Industry 2011-2012: Market Trends and Opportunities, Forecast of Budgets and Profitability, Interior Design Industry Procurement and Marketing Initiatives

“Sustainability in the European Interior Design Industry 2011–2012: Market Trends and Opportunities, Forecast of Budgets and Profitability, Interior Design Industry Procurement and Marketing Initiatives” is a new report by World Market Intelligence that analyzes how companies in the interior design industry perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability plus the market-specific growth opportunities associated with the implementation of sustainable practices. It also benchmarks successful sustainable initiatives and energy-efficiency measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes the procurement strategies and practices being undertaken; category-level spending outlooks; changes in sustainable procurement budgets; supplier selection criteria and investment opportunities available for leading purchase decision makers. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.

Synopsis:

- The report is based on primary surveys conducted by World Market Intelligence accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 160 industry executives are captured in our in-depth survey, of which 67% represent directors, C-level executives and departmental heads.
- The geographical scope of the research is European – drawing on the activity and expectations of leading industry players across Europe.
- The report analyzes expenditure of interior design industry buyers on sustainability, sustainable procurement practices and critical factors that influence supplier selection.
- Key topics covered include category-level spending outlooks, market-specific growth opportunities, investment opportunities and principal challenges associated with the implementation of sustainable practices.
- In this report, buyers identify their sustainable procurement budgets; along with essential sustainability measures that influence supplier selection
- The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the key features of marketing green credentials.
- The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.

Scope of the report:

The report features the opinions of interior design industry respondents related to the following:

- What sustainability means to the industry
- Factors that drive sustainability measures
- Barriers that confront effective implementation of sustainability.
- Sustainable and energy efficiency measures and their impact on profitability.
- Metrics used for the measurement of sustainability performance.
- Procurement of sustainable materials.
- Demand for sustainable products and services, including markets that will drive growth.
- Changes expected in sustainability budgets and cost saving targets.
- Methods of marketing green credentials and the use of media channels.
- Sustainability leaders.

Reasons to Buy:

- Drive revenues by understanding future sustainable product investment areas and growth regions
- Formulate effective sales and marketing strategies by identifying buyer sustainability budgets and areas of investment.
- Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers.
- Uncover the business outlook, key sustainability challenges and opportunities
- Understand the effect of sustainability on other players and competitors in the industry.
- Benchmark sustainable initiatives with key industry leaders and identify major trends that affect the industry.
- Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers.
- Identify specific green marketing channels your competitors are using to win business.

Key Highlights:

- Generating cost savings and operational efficiency, strengthening competitive position and catering to client demand are major drivers influencing sustainability efforts in the interior design industry.
- Survey results show that 40% of interior design industry respondents expect to see an increase in profitability over the next 12 months due to implementation of sustainability.
- Reduction of energy consumption, effective minimization of water consumption and use of recyclable or reusable product components are critical sustainability criteria for supplier selection.

1 Introduction
1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1.4 Profile of survey respondents
1.4.1 Profile of buyer respondents
1.4.2 Profile of supplier respondents

2 Executive Summary

3 Sustainability in the Interior Design Industry
3.1 Perception of sustainability
3.1.1 Perception of sustainability - buyers
3.1.2 Perception of sustainability - suppliers
3.1.3 Perception of sustainability – turnover
3.2 Sustainability in business functions
3.2.1 Sustainability in business functions - buyers
3.2.2 Sustainability in business functions - suppliers
3.2.3 Sustainability in business functions - turnover
3.3 Key drivers of sustainability
3.3.1 Key drivers of sustainability - buyers
3.3.2 Key drivers of sustainability - suppliers
3.3.3 Key drivers of sustainability - turnover
3.4 Major barriers to sustainability
3.4.1 Major barriers to sustainability - buyers
3.4.2 Major barriers to sustainability - suppliers
3.4.3 Major barriers to sustainability - turnover
3.5 Key markets for growth
3.5.1 Key markets for growth - buyers
3.5.2 Key markets for growth - suppliers
3.5.3 Key Markets for Growth - Turnover

4 Implementation of Sustainability
4.1 Organizational pre-requisites for sustainability
4.1.1 Organizational pre-requisites for sustainability - buyers
4.1.2 Organizational pre-requisites for sustainability – suppliers
4.1.3 Organizational pre-requisites for sustainability - turnover
4.2 Implementation of sustainable measures
4.2.1 Implementation of sustainable measures - buyers
4.2.2 Implementation of sustainable measures - suppliers
4.2.3 Implementation of sustainable measures - turnover
4.3 Sustainable design principles
4.3.1 Sustainable design principles - buyers
4.3.2 Sustainable design principles - suppliers
4.3.3 Sustainable Design Principles - turnover
4.4 Key energy efficiency measures
4.4.1 Key energy efficiency measures - buyers
4.4.2 Key energy efficiency measures - suppliers
4.4.3 Key energy efficiency measures – turnover
4.5 Effective monitoring of sustainability
4.5.1 Effective monitoring of sustainability - buyers
4.5.2 Effective monitoring of sustainability - suppliers
4.5.3 Effective monitoring of sustainability - turnover
4.6 Sustainability monitoring tools
4.6.1 Sustainability monitoring tools - buyers
4.6.2 Sustainability monitoring tools - suppliers
4.6.3 Sustainability monitoring tools - turnover

5 Financial Implications of Sustainability
5.1 Cost saving expectations
5.1.1 Cost saving expectations - buyers
5.1.2 Cost saving expectations - suppliers
5.1.3 Cost saving expectations - turnover
5.2 Impact of sustainability on profits
5.2.1 Impact of sustainability on profits - buyers
5.2.2 Impact of sustainability on profits - suppliers
5.2.3 Impact of sustainability on profits - Cost saving expectations
5.2.4 Impact of sustainability on profits - turnover
5.3 Planned change in sustainability budgets
5.3.1 Planned change in sustainability budgets - buyers
5.3.2 Planned change in sustainability budgets - suppliers
5.3.3 Planned change in sustainability budgets – lack of budget as a barrier
5.3.4 Planned change in sustainability budgets - turnover

6 Sustainable Procurement
6.1 Critical factors for supplier selection
6.1.1 Critical factors for supplier selection - buyers
6.1.2 Critical factors for supplier selection – senior level respondents
6.1.3 Critical factors for supplier selection - turnover
6.2 Sustainable procurement guideline
6.2.1 Sustainable procurement guidelines - buyers
6.2.2 Sustainable procurement guidelines - turnover
6.3 Level of supplier engagement
6.3.1 Level of supplier engagement - buyers
6.3.2 Level of supplier engagement - turnover
6.4 Expenditure on sustainable procurement
6.4.1 Expenditure on Sustainable Procurement - buyers
6.4.2 Expenditure on Sustainable Procurement - turnover
6.5 Attributes of green procurement
6.5.1 Attributes of green procurement - buyers
6.5.2 Attributes of green procurement - turnover
6.6 Procurement of sustainable products and services
6.6.1 Procurement of sustainable products and services - buyers
6.6.2 Procurement of sustainable products and services - turnover

7 Marketing Green Initiatives
7.1 Drivers of green marketing
7.1.1 Drivers of green marketing - suppliers
7.1.2 Drivers of green marketing - turnover
7.2 Marketing of green credentials
7.2.1 Marketing of green credentials - suppliers
7.2.2 Marketing of green credentials - turnover
7.3 Effective channels of promotion
7.3.1 Effective channels of promotion - suppliers
7.3.2 Effective channels of promotion - turnover
7.4 Industry leaders in sustainability

8 Appendix
8.1 Full survey results
8.2 Methodology
8.3 Contact us
8.4 About World Market Intelligence
8.5 Disclaimer

List of Tables

Table 1: Total Global Interior Design Industry Survey Respondents by Company Type, 2011
Table 2: Buyer Respondents: Job Role (%), 2011
Table 3: Buyer Respondents: Global Turnover (%), 2011
Table 4: Supplier Respondents: Job Role (%), 2011
Table 5: Supplier Respondents: Global Turnover (%), 2011
Table 6: Perception of Sustainability: Buyers (%), 2011–2012
Table 7: Perception of Sustainability: Suppliers (%), 2011–2012
Table 8: Perception of Sustainability: Turnover (%), 2011–2012
Table 9: Sustainability in Business Functions: Buyers, 2011–2012
Table 10: Sustainability in Business Functions: Suppliers, 2011–2012
Table 11: Key Drivers of Sustainability: Buyers (%), 2011–2012
Table 12: Key Drivers of Sustainability: Suppliers (%), 2011–2012
Table 13: Key Drivers of Sustainability: Turnover (%), 2011–2012
Table 14: Major Barriers to Sustainability: Buyers (%), 2011–2012
Table 15: Major Barriers to Sustainability: Suppliers (%), 2011–2012
Table 16: Major Barriers to Sustainability: Turnover (%), 2011–2012
Table 17: Key Markets for Growth: Architecture and Design Companies (%), 2011–2012
Table 18: Key Markets for Growth: Interior Designers and Consultants (%), 2011–2012
Table 19: : Key Markets for Growth: Product Manufacturers and Distributors (%), 2011–2012
Table 20: : Key Markets for Growth: Other Suppliers (%), 2011–2012
Table 21: Organizational Pre-requisites for Sustainability: Buyers (%), 2011–2012
Table 22: Organizational Pre-requisites for Sustainability: Suppliers (%), 2011–2012
Table 23: Organizational Pre-requisites for Sustainability: Turnover (%), 2011–2012
Table 24: Implementation of Sustainable Measures: Buyers, 2011–2012
Table 25: Implementation of Sustainable Measures: Suppliers, 2011–2012
Table 26: Sustainable Design Principles: Architecture and Design Companies (%), 2011–2012
Table 27: Sustainable Design Principles: Interior Designers and Consultants (%), 2011–2012
Table 28: Sustainable Design Principles: Product Manufacturers and Distributors (%), 2011–2012
Table 29: Sustainable Design Principles: Other Suppliers (%), 2011–2012
Table 30: Key Energy Efficiency Measures: Architecture and Design Companies (%), 2011–2012
Table 31: Key Energy Efficiency Measures: Interior Designers and Consultants (%), 2011–2012
Table 32: Key Energy Efficiency Measures: Product Manufacturers and Distributors (%), 2011–2012
Table 33: Key Energy Efficiency Measures: Other Suppliers (%), 2011–2012
Table 34: Effective Monitoring of Sustainability: Buyers (%), 2011–2012
Table 35: Effective Monitoring of Sustainability: Suppliers (%), 2011–2012
Table 36: Effective Monitoring of Sustainability: Turnover (%), 2011–2012
Table 37: Sustainability Monitoring Tools: Architecture and Design Companies (%), 2011–2012
Table 38: Sustainability Monitoring Tools: Interior Designers and Consultants (%), 2011–2012
Table 39: Sustainability Monitoring Tools: Product Manufacturers and Distributors (%), 2011–2012
Table 40: Sustainability Monitoring Tools: Other Suppliers (%), 2011–2012
Table 41: Cost Saving Expectations: Buyers (%), 2011–2012
Table 42: Cost Saving Expectations: Suppliers (%), 2011–2012
Table 43: Cost Saving Expectations: Turnover (%), 2011–2012
Table 44: Impact of Sustainability on Profits of Buyers (%), 2011–2012
Table 45: Impact of Sustainability on Profits of Buyers (%), 2011–2012
Table 46: Cost Saving Expectations: Increase in profitability (%), 2011–2012
Table 47: Impact of Sustainability on Profits by Turnover (%), 2011–2012
Table 48: Planned Change in Sustainability Budgets: Buyers (%), 2011–2012
Table 49: Planned Change in Sustainability Budgets: Suppliers (%), 2011–2012
Table 50: Planned Change in Sustainability Budgets: Lack of Budget as a Barrier (%), 2011–2012
Table 51: Planned Change in Sustainability Budgets: Turnover (%), 2011–2012
Table 52: Critical Factors for Supplier Selection: Architecture and Design Companies (%), 2011
Table 53: Critical Factors for Supplier Selection: Interior Designers and Consultants (%), 2011
Table 54: Sustainable Procurement Guidelines - Buyers (%), 2011
Table 55: Sustainable Procurement Guidelines: Turnover (%), 2011
Table 56: Level of Supplier Engagement - Buyers (%), 2011
Table 57: Level of Supplier Engagement: Turnover (%), 2011
Table 58: Expenditure on Sustainable Procurement- Buyers (%), 2011
Table 59:Expenditure on Sustainable Procurement : Turnover (%), 2011
Table 60: Attributes of Green Procurement: Architecture and Design Companies (%), 2011–2012
Table 61: Attributes of Green Procurement: Interior Designers and Consultants (%), 2011–2012
Table 62: Procurement of Sustainable Products and Services: Buyers (%), 2011–2012
Table 63: Procurement of Sustainable Products and Services: Turnover (%), 2011–2012
Table 64: Drivers of Green Marketing: Suppliers (%), 2011–2012
Table 65: Drivers of Green Marketing: Turnover (%), 2011–2012
Table 66: Marketing of Green Credentials: Suppliers (%), 2011–2012
Table 67: Marketing of Green Credentials: Turnover (%), 2011–2012
Table 68: Effective Channels of Promotion: Suppliers (%), 2011–2012
Table 69: Effective Channels of Promotion: Turnover (%), 2011–2012
Table 70: Top 10 Industry Leaders in Sustainability, 2011–2012
Table 71: Survey Results

List of Figures

Figure 1: Perception of Sustainability: Buyers (%), 2011–2012
Figure 2: Perception of Sustainability: Suppliers (%), 2011–2012
Figure 3: Perception of Sustainability: Turnover (%), 2011–2012
Figure 4: Sustainability in Business Functions: Buyers, 2011–2012
Figure 5: Sustainability in Business Functions: Suppliers, 2011–2012
Figure 6: Sustainability in Business Functions: Turnover, 2011–2012
Figure 7: Key Drivers of Sustainability: Buyers vs. Suppliers (%), 2010–2012
Figure 8: Key Drivers of Sustainability: Buyers (%), 2011–2012
Figure 9: Key Drivers of Sustainability: Turnover (%), 2011–2012
Figure 10: Major Barriers to Sustainability: Buyers (%), 2011–2012
Figure 11: Major Barriers to Sustainability: Suppliers (%), 2011–2012
Figure 12: Major Barriers to Sustainability: Turnover (%), 2011–2012
Figure 13: Key Markets for Growth, 2011–2012
Figure 14: Key Markets for Growth: Architecture and Design Companies (%), 2011–2012
Figure 15: Key Markets for Growth: Interior Designers and Consultants (%), 2011–2012
Figure 16: Key Markets for Growth: Product Manufacturers and Distributors (%), 2011–2012
Figure 17: Key Markets for Growth: Other Suppliers (%), 2011–2012
Figure 18: Key Markets for Growth: Turnover (%), 2011–2012
Figure 19: Organizational Pre-requisites for Sustainability: Buyers (%), 2011–2012
Figure 20: Organizational Pre-requisites for Sustainability: Suppliers (%), 2011–2012
Figure 21: Organizational Pre-requisites for Sustainability: Turnover (%), 2011–2012
Figure 22: Implementation of Sustainable Measures: Buyers, 2011–2012
Figure 23: Implementation of Sustainable Measures: Suppliers, 2011–2012
Figure 24: Implementation of Sustainable Measures: Turnover, 2011–2012
Figure 25: Sustainable Design Principles: Architecture and Design Companies (%), 2011–2012
Figure 26: Sustainable Design Principles: Interior Designers and Consultants (%), 2011–2012
Figure 27: Sustainable Design Principles: Product Manufacturers and Distributors (%), 2011–2012
Figure 28: Sustainable Design Principles: Other Suppliers (%), 2011–2012
Figure 29: Sustainable Design Principles: Turnover (%), 2011–2012
Figure 30: Key Energy Efficiency Measures: Architecture and Design Companies (%), 2011–2012
Figure 31: Key Energy Efficiency Measures: Interior Designers and Consultants (%), 2011–2012
Figure 32: Key Energy Efficiency Measures: Product Manufacturers and Distributors (%), 2011–2012
Figure 33: Key Energy Efficiency Measures: Other Suppliers (%), 2011–2012
Figure 34: Key Energy Efficiency Measures: Turnover (%), 2011–2012
Figure 35: Effective Monitoring of Sustainability: Buyers (%), 2011–2012
Figure 36: Effective Monitoring of Sustainability: Suppliers (%), 2011–2012
Figure 37: Effective Monitoring of Sustainability: Turnover (%), 2011–2012
Figure 38: Sustainability Monitoring Tools: Architecture and Design Companies (%), 2011–2012
Figure 39: Sustainability Monitoring Tools: Interior Designers and Consultants (%), 2011–2012
Figure 40: Sustainability Monitoring Tools: Product Manufacturers and Distributors (%), 2011–2012
Figure 41: Sustainability Monitoring Tools: Other Suppliers (%), 2011–2012
Figure 42: Sustainability Monitoring Tools: Turnover (%), 2011–2012
Figure 43: Cost Saving Expectations: Buyers (%), 2011–2012
Figure 44: Cost Saving Expectations: Suppliers (%), 2011–2012
Figure 45: Cost Saving Expectations: Turnover (%), 2011–2012
Figure 46: Impact of Sustainability on Profits of Buyers (%), 2011–2012
Figure 47: Impact of Sustainability on Profits of Suppliers (%), 2011–2012
Figure 48: Impact of Sustainability on Profits by Turnover (%), 2011–2012
Figure 49: Planned Change in Sustainability Budgets: Buyers (%), 2011–2012
Figure 50: Planned Change in Sustainability Budgets: Suppliers (%), 2011–2012
Figure 51: Planned Change in Sustainability Budgets: Turnover (%), 2011–2012
Figure 52: Critical Factors for Supplier Selection: Architecture and Design Companies (%), 2011
Figure 53: Critical Factors for Supplier Selection: Interior Designers and Consultants (%), 2011
Figure 54: Critical Factors for Supplier Selection: Turnover (%), 2011
Figure 55: Critical Factors for Supplier Selection: Turnover (%), 2011
Figure 56: Sustainable Procurement Guidelines - Buyers (%), 2011
Figure 57: Sustainable Procurement Guidelines: Turnover (%), 2011
Figure 58: Level of Supplier Engagement - Buyers (%), 2011
Figure 59: Level of Supplier Engagement: Turnover (%), 2011
Figure 60: Expenditure on Sustainable Procurement- Buyers (%), 2011
Figure 61: Expenditure on Sustainable Procurement : Turnover (%), 2011
Figure 62: Attributes of Green Procurement: Architecture and Design Companies (%), 2011–2012
Figure 63: Attributes of Green Procurement: Interior Designers and Consultants (%), 2011–2012
Figure 64: Attributes of Green Procurement: Turnover (%), 2011–2012
Figure 65: Procurement of Sustainable Products and Services: Buyers (%), 2011–2012
Figure 66: Procurement of Sustainable Products and Services: Turnover (%), 2011–2012
Figure 67: Drivers of Green Marketing: Suppliers (%), 2011–2012
Figure 68: Drivers of Green Marketing: Turnover (%), 2011–2012
Figure 69: Marketing of Green Credentials: Suppliers (%), 2011–2012
Figure 70: Marketing of Green Credentials: Turnover (%), 2011–2012
Figure 71: Effective Channels of Promotion: Suppliers (%), 2011–2012
Figure 72: Effective Channels of Promotion: Turnover (%), 2011–2012

- Mohawk
- Emeco
- Fagerhult
- Knoll
- Philips
- Tretford
- Eico Paints
- Hansgrohe
- Hubbell
- Claremont
- dcarbon8
- Hassel
- Morgan Lowell
- Kohler
- Osram
- Saint Gobain
- IKEA
- DEFRA
- Aecom
- Ombre Portee
- Interfaceflor
- Grohe
- Möbelwerke A. Decker
- Incasa Schlafraumsystem
- Steelcase
- Bette
- Villeroy and Boch
- Alape and Kaldewei
- Actiu
- Andrew Muirhead & Son Limited
- ARUP
- autodesk
- Bene
- boss design
- Bridge of Weir Leather Company Limited
- Camira fabrics
- CASBEE
- desso
- Dinesen wood floors
- ENKEV
- Finnforest
- Forbo flooring
- giroflex
- Grimshaw Architects
- Hacel Lighting
- Herman Miller
- HYPNOS
- J&J Industries
- Jacobs
- John Lewis
- KBR
- Kingspan
- Klargester
- KOEHL
- Lafarge
- Lindner Group
- Marks & Spencer
- Nordan
- Orangebox
- oras
- Pacific Control
- perkins-will
- RH Chairs
- Rockocte
- Russwood
- Scandinavian Business Seating
- sh-architecture
- Simply Bamboo
- Tandus Flooring
- Teknion
- Velux
- Vitra
- Walmart
- Wolf & Mueller
- Wools of New Zealand
- Woven Image
- Zumtobel Group
- Kvadrat
- Sauerbruch Hutton
- Clei SRL

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