Chapter Case Study A NEXT GENERATION CLEANSER43 rling an Iroquois directive "In our every deliberation, we must consider the impact of our decisions on the next seven generations". the consumer product company Seventh Genera ion has applied a distinctly modern sensibility to derive a long-term approach to the market- environment. Although its mission statement might be focused on future generations, its ing eforts to appeal to current consumers are always responsive to their immediate d From its start in Vermont in 1988, Seventh Generation has grown to become a national brand with more than $200 million in revenues.4 Its growth has been sparked largely by desires to buy more sustainable, environmentally safe green products. Approxi- mately 71 percent of consumers in a recent survey indicated that they thought it was im- t to buy green offerings (up from 66 percent in 2008), and consumer demand for consumer products in a wide range of categories continues to grow.45 t even as more categories appear to offer promising green opportunities for market- ers, the primary purchase area continues to be groceries and household products-exactly the space that Seventh Generation dominates. As it has gained brand recognition and trust, it also has proactively altered its market. That is, Seventh Generation does not simply wait Bu for customers to request options. It creates entirely new categories. With a new line of detergents, Seventh Generation began promoting the idea that per- haps chemical brighteners-common to virtually all commercially available detergents, even those that avoid dyes or fragrances-are not necessary. The company took care not to suggest these chemicals were dangerous. It just says they're unnecessary, and for consum- ers interested in environmental concerns, that may be enough. Previously, household magazines such as Good Housekeeping or Real Simple might have ranked the best detergent, the best dishwashing soap, and the best surface cleaner. But Se the cle the baby GENERATION