In many industries, Scope 3 emissions – those produced during the use of the products, for instance – are considerably more important than emissions generated during the manufacturing phase. The efforts made to reduce emissions on Scope 1 & 2 (“internal”) may therefore seem futile on the scale of the product’s life.
However, there are many ways for companies to address their Scope 3 emissions while generating value.
“As-a-service” business models, first popularized in the software industry, are now being extended to the sale of products, enabling the generation of recurring revenues while aligning the interests of both the producer and the customer in the preservation of quality over time. This results in the extension of the lifespan of goods and the reduction of their early or abusive replacement (programmed or perceived obsolescence), which is beneficial for the environment.
Similarly, circular economy offerings – upstream or downstream of the value chain – allow products to be valued beyond their first lives, while offering the possibility of generating a value-creating service.
The opportunities are numerous, as are the questions that arise to define a value-generating action plan for the company. eleven, with its experience acquired with leading players in the circular economy and new business models, assists business leaders in identifying these opportunities lying in their environment, products or services, in analyzing the value chain of their industry, in benchmarking existing solutions in or outside their ecosystem, in defining concrete strategies and in implementing ambitious action plans, at the project level.