An analysis of the strategic capability of the main actor: eco-innovation / sustainability dashboard

Design dimensions:
- Component addition: 5 because there were several appliances added to the building, e.g. 80.000 litre tank for rainwater or a biomass boiler. M&S brought some radical changes on how to be eco-friendly business and set high bar to its competitor.
- Sub-system change: 5 because “the goal is to reduce negative impacts by creating more goods and services while using fewer resources and creating less waste and pollution” (Könnöla et al. 2008) à Perfect fit!. There is optimization of sub system which using less energy and reducing carbon emission to the air.
- System change: 3 because the designed change leads to a greater biocompatibility; but there’s still an open loop, not a closed one!
4 because the it has redesigned comprehensive system in a view on its impact of the environment

User dimensions:
- User development: 4 because users are defined by von Hippel (2005) as firms or individual consumers who expect to benefit from using a product or service (Könnöla et al. 2008); hence all the appliances were created by firms which want to spread their products and hope to be able to use M&S as a helpful reference. The innovation here will be used and adopted by the user (local people) in the future as they got involved from the early stage of M&S building process.
- User acceptance: 5 because there’s no reason / disadvantage why the customer should not come to the new store. The stores gives customers a good, a “green” feeling. User will easily adapt with the value since they have got the knowledge of the value through diverse media M&S promoted to society.

Product service dimension:
- Change in product service deliverable: 5 because “products service system … refers to ‘a system of products, services, supporting networks and infrastructure that is designed to be: competitive, satisfy customer needs and have a lower environmental impact than traditional business models” (Könnöla et al. 2008). M&S has transformed the way people perceive environmental issue by experiencing their store in Chesire Oaks.
- Change in value-chain process and relations: 4 because there’s a strong focus on informing the wider supply chain about the new building and its appliances to make sure they deliver in accordance with M&S’s Plan A commitment.
5 because M&S’s plan A has a significant and massive way of selecting and using their material for building store in Chesire Oaks. It affects the upstream and downstream of its business in the value chain.
Governance dimension:

- Environmental governance innovation: 2 because there’s nothing mentioned in the case study and it seems very unlikely that such stringent regulations will be introduced in the following years after the opening of the building because it wouldn’t be regulations that get stricter incrementally but radically; that can’t be expected in current times.

Ratings:

Sub-system | | 5 | System | | 4 | User development | | 4 | User acceptance | | 5 | Product-service deliverables | | 5 | Product-service process | | 5 | Governance | | 2 | Component | | 5 |