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Greenpeace is a very successful business. Their business model can be summarized as follows:
Invent an “environmental problem” which sounds somewhat plausible. Provide anecdotal evidence to support your claims, with emotionally powerful imagery.
Invent - Solution - Problem
Invent a “simple solution” for the problem which sounds somewhat plausible and emotionally appealing, but is physically unlikely to ever be implemented.
Pick an “enemy” and blame them for obstructing the implementation of the “solution”. Imply that anybody who disagrees with you is probably working for this enemy.
Dismiss - Solutions - Problem
Dismiss any alternative “solutions” to your problem as “completely inadequate”.
At each of the four stages, they campaign to raise awareness of the efforts that they are allegedly making to “fight” this problem. Concerned citizens then either sign up as “members” (with annual fees) or make individual donations (e.g., $25 or more) to help them in “the fight”. This model has been very successful for them, with an annual turnover of about $400 million ($0.4 billion). Although technically a “not for profit” organization, this has not stopped them from increasing their asset value over the years, and they currently have an asset value of $270 million ($0.27 billion) – with 65% of that in cash, making them a cash-rich business. Several other groups have also adopted this...
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