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2 shows a line dividing the cases. Tetra Pak’s actions toward product stewardship are to be found somewhere in Zone E, characterized by the non-rival or non-competitive nature of environmental strategies. As it happened during the past years, the investments in education and the support Tetra Pak has given to local councils and cooperatives of collectors resulted in increasing levels of recycling (with consequent lower impact of aseptic packaging in the environment) and the creating of jobs and better social conditions for thousands of people (the empowerment of the base of the pyramid29 ).
The time spent to design parts that are easily disassembled can eventually generate economic returns at the end-of-life of the vehicle. In fact, the life cycle perspective of Think and the product stewardship practices of Tetra Pak bring us to another methodological issue involved in the return of eco-investments. The timeframe for the analysis of these investments is somewhat controversial. Many eco-investments may present long lead times before being translated into performance. 35 In this case, what should be the best period for the measurement of the return of an EMS implementation?
On February 2003, Think Nordic was bought by Kamkorp Microelectronics, which had interests in the ﬁeld of innovative transportation. The business focus of Think Nordic – on homologation and commercialization of EVs – compliments Kamkorp’s competences in drivetrains and microelectronics. Shortly after the takeover, work commenced on the Think Public, a vehicle designed for the speciﬁc use in urban centers and closed areas. In early 2006, Think Nordic23 changed hands once again. The investment group InSpire acquired all its assets.