Articles

Circular Economy Transformation in Chemical Industry: Integrating CRM and AI for Sustainable Growth

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This white paper explores the pivotal role of Customer Relationship Management (CRM) in the digital transformation journey of the chemical industry. As customer expectations continue to evolve and competition intensifies, chemical companies are turning to CRM solutions to enhance customer interactions, streamline operations, and drive business growth. The abstract provides an overview of CRM’s significance in the chemical sector, highlighting its role in customer segmentation, sales automation, marketing optimization, and customer service enhancement. By centralizing and optimizing customer-related processes, CRM enables chemical companies to deliver personalized experiences, improve sales productivity, and foster stronger customer relationships. Through a comprehensive examination of CRM implementations and potential applications in the chemical industry, this white paper aims to provide valuable insights for industry professionals seeking to leverage CRM to navigate the challenges and opportunities of the digital age.

Implementation Strategy “3R CIRCULAR ECONOMY” To Achieve SDG Target 11.6 “Municipal Waste Management” In Cipaganti Village, Bandung City (Study at the Cihampelas Mandiri Unit Garbage Bank)

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Good municipal waste management is very important for a sustainable urban order. Good municipal waste management can reduce negative impacts on the environment, public health and natural resources. The application of a Garbage Bank is one of the solutions for good municipal waste management. This is due to the concept of a Garbage Bank which is aligned with sustainable city management. One of the principles that is effective in helping the performance of waste management at the Garbage Bank is a circular economy based on 3R (reduce, reuse, and recycle). The application of this concept needs to be supported by campaigns involving various activities such as outreach, education, training and promotion which aim to increase public awareness about the importance of sustainable waste management. This study aims to examine the Garbage Bank campaign strategy as an effort to support the achievement of Target 11.6 of the Sustainable Development Goals (SDG), namely “Urban Waste Management”, by implementing a 3R-based circular economy approach in Cipaganti Village, Bandung City. This study uses a qualitative approach with a case study method of a Garbage Bank in Cipaganti Village, Bandung City. Data was collected through in-depth interviews, participatory observation, and analysis of related documents. The key informants in this study were community members, related stakeholders, and the management of the Waste Bank in Cipaganti Village. The results of this study are expected to provide a better understanding of the effectiveness of the Garbage Bank campaign strategy in realizing SDG Target 11.6 in Cipaganti Village, Bandung City, as well as provide guidance for the government and related organizations in planning and implementing sustainable waste management activitiesgovernment and related organizations in planning and implementing sustainable waste management activities.

Some Solutions to Promote the Circular Economy toward Sustainable Development in Vietnam

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The recent global economic growth has reached many significant milestones, however, there is a problem with natural resources shortage and increasing environmental pollution. Circular economic development has become an international trend, especially when the world’s resources are increasingly exhausted, helping to solve the conflict between economic and environmental interests. In the context of international economic integration, Vietnam has signed a lot of new-generation free trade agreements (FTAs) with different countries and economic sectors, including commitments on environmental protection. Hence, adopting the circular economic model in Vietnam is inevitable to achieve sustainable development.

Circular Business Strategy of Early Stage Fashion Brand in Indonesia

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Business with a purpose has become a very popular thing lately. The intended goal is not just profit but what impact a business can have on society. This was agreed collectively at the world level by the UN by implementing the Sustainable Development Goals (SDGs) in 17 sub-values. This has an impact on shifting the mindset of consumers who are more concerned with the environment and sustainable business and this has occurred in the fashion industry, both global and local brands. The market value for sustainable fashion is increasing, global brands are adopting campaigns and competing to make circular products, local brands are also joining in with various approaches to adopting sustainable fashion. This is of course an opportunity for businesses on a micro scale or for brands in the early stage. GNDT as a local fashion brand in Indonesia that presents clothing solutions for obese or plus size men has implemented inclusivity in clothing, in line with existing trends and opportunities, business transformation must be carried out to make it more circular. With limited resources and a small business scale, GNDT must determine what approaches and strategies are most effective in turning their business into a more circular one and how to implement it. Value hills are used as a framework for this research in carrying out the stages of business transformation and adoption of a circular business strategy. Focusing on three stages, namely pre-use, use and post-use, businesses are expected to be able to map their business model position on the value hill to be able to identify the initial position of their business (uphill), how to optimize the products they sell (tophill) and how far what is the possibility that the product can be returned after use. Furthermore, businesses can identify gaps and opportunities in value hills and determine what strategic options are fit that can be carried out at this time in accordance with the resources they have. This research was conducted qualitatively using observation and brainstorming methods with business owners. The results of the business model assessment and placement on value hills indicate that GNDT must implement a circular strategy at each stage. At the uphill stage, circular design is determined as the most effective strategy, followed by a product as a service strategy for the tophill phase and upcycling for the downhill phase. All of this is wrapped up in a fundamental network organization strategy where GNDT must prepare internal organizations and potential collaboration with partners to realize this strategy.