In 2008, Seventh Generation, Burlington, Vt., grew its revenue by more than 50 percent over the previous year. Every one of the company's major selling channels - the company's traditional natural food sales channel and newer ones like food, drug and internet sales - yielded double digit growth.rnHere is what the numbers do not tell. The small enterprise grew its revenue without sacrificing its 20-year mandate to "… consider the impacts of every decision on the next seven generations." The company did not meet all of its self-imposed goals as co-founder and top executive Jeffrey Hollender willingly admitted, but it improved performance, reduced impacts, revisited once-cherished decisions, expanded transparency and reached out even more forcefully to promote sustainable business practices in its supply chain. For Hollender, sustainability was more than a good idea, it was a mission and a responsibility. Hollender said, "it's the best insurance any company can have for long-term success."
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