What is the premium that customers will pay for products that are created out of triple bottom line companies? 

The premium that customers are willing to pay for products originating from companies adhering to the Triple Bottom Line (TBL) framework can be understood through a multifaceted lens, incorporating economic, social, and environmental considerations. The TBL framework, introduced by John Elkington in the mid-1990s, emphasizes not just economic performance but also social and environmental responsibilities, reflecting a broader stakeholder-oriented thinking beyond mere profit maximization. This holistic approach is increasingly recognized as a competitive advantage in the market, as it aligns with growing consumer awareness and demand for sustainable and ethically produced goods. In the Indian business environment, for instance, the TBL concept is relatively new but shows a significant impact on companies' performances in sectors with considerable environmental and social footprints. The correlation between TBL measures and financial performance indicators like RONW, ROCE, and PE Ratio suggests that companies adhering to TBL principles may enjoy enhanced market valuation, potentially translating into customers' willingness to pay a premium for their products. Furthermore, the advent of financial technology companies (fintechs) filling the gap for the Bottom-of-the-Pyramid (BoP) population by offering services aligned with TBL values indicates a market shift towards inclusive financial products that customers value for their social and environmental impact, alongside economic benefits. This shift is mirrored in the product development strategies of companies, where sustainability has become a mandatory requirement for competitiveness, suggesting that customers are increasingly inclined towards products that are developed with TBL principles in mind. The transformation of manufacturing enterprises, especially in the dynamic food industry, towards integrating TBL into their marketing mix, further underscores the market's responsiveness to sustainable practices. This integration indicates a direct relationship between TBL adherence and consumer preferences, suggesting that customers are likely to pay a premium for products that are marketed with a clear TBL focus. The concept of Product-Service Systems (PSS) exemplifies how changing from a product-centric to a service-centric model can enhance TBL outcomes—economic, social, and environmental—thereby potentially increasing the value perceived by customers and their willingness to pay a premium for such innovative offerings . In summary, while the contexts do not provide explicit figures on the premium customers will pay, they collectively suggest a positive correlation between TBL adherence and customer valuation of products. This implies that customers are likely to pay a premium for products from companies that successfully integrate economic prosperity, environmental protection, and social responsibility into their business models .

Triple Bottom Line (TBL a" 3BL)

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The Triple Bottom Line

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Meeting Triple Bottom Lines through Product Service Systems, Selling Purified Water Instead of Chemicals: An Extended Case Study

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Triple‐Bottom Line

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Principle of Triple Bottom Line in the Integrated Development of Sustainable Products

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Meeting Triple Bottom Lines through Product Service Systems, Selling Purified Water Instead of Chemicals: An Extended Case Study

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The Triple Bottom Line Concept in Sustainable Marketing Mix Activities of Food Industry Enterprises

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Triple Bottom Line of Material Sector

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Triple Bottom Line

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Triple-bottom-line impact analysis framework of fintech companies

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