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Purpose -The purpose of this paper is to aim in general to understand the perception of industries in India -a fast growing economy, towards green philosophy and to investigate further what initiatives those industries have taken for becoming green. Design/methodology/approach -The study is exploratory in nature and attempts to understand the behaviour of three types of industries, namely, durable, non-durable and services towards green philosophy. Findings -Results of the study reflect that industries in India, in general have a positive view for practicing green philosophy. They feel becoming green will help them in gaining the competitive advantage and will support them in sustainable growth. Also the industries that have a positive attitude towards greening have taken some measures and initiatives in this direction to establish a sustainable competitive advantage for succeeding in today's highly challenging and dynamic global markets.Research limitations/implications -The present exploratory study provides a starting-point for further research. Researchers can further explore whether industries using green philosophy were able to register a competitive advantage and could gain added market share and profits by becoming green. They can investigate the reason behind this green attitude, whether industries are using green practices for cutting costs in turn to increase their profits or whether they have a genuine concern for environmental protection and society's welfare and therefore adopting green practices in their industry. Originality/value -Most of such studies in the field of green marketing and social economics are done in developed countries and remain conspicuously missing in the context of fast developing Asian countries. This research is a step to filling this gap and providing a platform for further research in this area.

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Subject area Retail marketing management. Study level/applicability Undergraduate management; MA; Master's in Business Administration and Master's in Strategic Marketing programs. Case overview Opening of the “Dubai Mall” in November 2008 set a new benchmark in retail history. The mall is considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of “retailtainment” has caught the momentum worldwide and success of Dubai Mall is the live example of its strategic role in the retail mix. The case also highlights the importance of “good location” in the success of retail establishments, whilst examining primary retail location theories and there relation to the phenomenal success of Dubai Mall. Expected learning outcomes Through this case study students will be able to: understand the roles of “entertainment” and “location” in retail mix strategy; analyse the new trend of “retailtainment” and “quality location” in creating value-added services and gaining competitive advantage in global competitive retail environment; ascertain the importance and application of “retailtainment” and “strategic location” in the real world's successful example of “Dubai Mall”; and diagnose the role of these learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country. Supplementary materials Teaching note.

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