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You know that sustainability and green business is more than a fad when the big players start moving in. Once the domain of start-ups and businesses sometimes disparagingly branded as ‘alternative’, sustainability is now on the agenda for international corporations such as mining company Alumina, petroleum giant BP, carrier British Airways and food products suppliers such as Cadbury Schweppes and Unilever.
Smart businesses are thinking on their feet to take advantage of the push for environmentally sustainable enterprises. For the smaller players who have largely had the market to themselves for some time, the pressure is on.
Leanne Preston is the CEO of Wild Child, a company that develops and markets hair-care products, sunscreens and a range of other lines containing natural ingredients for babies, children and families.
She is unfazed at the raft of new market competitors as big business moves to dominate supply chains and make a dollar. “Competition is always good,” Preston says. “If you are a smaller player you just have to be a bit smarter.”
Wild Child sells products in Australia, New Zealand, the US and Europe and is targeting new markets such as Japan. It has a European presence through pharmacy giants such as Boots and Lloyds in Britain and specialty retailer Kruidvat in Holland.
Named as the 2007 Telstra Businesswoman of the Year, Preston says the embracing of natural ingredients has allowed Wild Child
to establish itself as an industry leader and bridge the gap between orthodox and natural medicine.
“There are still a lot of people out there who don’t believe in all-natural products,” she says.
Preston says the inevitable emergence of copycats and bigger rivals should not deter smaller companies that have a first-mover advantage. The key is to maintain rigorous attention to standards and products. “That’s what stands you apart from all the ‘me-toos’ out there.”
