Guide to implementing a biodiversity offering and associated project

How might a firm identify a biodiversity project and attach it to a biodiversity offering? And further, once selected, how could the firm make it both maximally profitable and ecologically effective? One way to achieve these goals is for the firm to execute the following implementation procedure.

1. Identify one or more endangered species to conserve. The most-respected and credible way of determining the status of a species is its rank on the Red List Index (RLI) maintained by the International Union for the Conservation of Nature (IUCN). The RLI ranges from 0: Least Concern, 1: Near Threatened, 2: Vulnerable, 3: Endangered, 4: Critically Endangered, and 5: Extinct. This list is maintained by a large, world-wide group of scientists who volunteer their time to monitor and assess the status of thousands of plant and animal species. A firm would select one or more endangered or critically endangered species from this list.
2. Identify a biodiversity project that is suited to one of the firm's areas of expertise. Attach this project to the offering by having the firm's marketing department associate the offering with it, and the firm's accounting department place the offering and project on the same budget line.
3. Using the EMT, build a political-ecological system simulator (hereafter, simulator) of the political-ecological system that hosts these species. This simulator is a computational, stochastic model of the interactions through time of all ecosystem-affecting groups and the affected ecosystem. Use the EMT to statistically fit the simulator's parameters to a political-ecological data set.
4. Add the planned biodiversity project to this statistically-fitted simulator and solve for the most practical ecosystem management plan (MPEMP). The MPEMP computation produces an ecosystem management plan that is both politically feasible to implement, and has the highest chance of enhancing biodiversity. The catalyst of this MPEMP is the firm's proposed biodiversity project that is both maximally profitable and effective at enhancing biodiversity.
5. Create a market for the biodiversity offering by advertising that if the offering is purchased, the firm will use a portion of the purchase price (its biodiversity premium) to directly contribute to biodiversity enhancement through the offering's attached biodiversity project. Do this by using data analytics to shape demand, i.e., execute a combined strategy that involves pricing, promotions, and an advertising campaign that emphasizes the biodiversity-enhancing benefits from purchasing the offering. Under this demand shaping strategy, forecast demand for the offering that trades low price for biodiversity enhancement. Minimize prices under the constraint that the offering's projected profit is positive.
6. Begin the project. If the project involves operations in one or more species-hosting countries, enter into a partnership with each such country. Do this by hiring in-country liaison consultancies to aid in the development of these partnerships. These liaison consultancies would negotiate any licenses and pay any bribes needed for project implementation.
7. Establish a feedback relationship with existing and future biodiversity-concerned customers. Do this by maintaining a biodiversity dashboard for the attached biodiversity project that displays in real time, the status of the project and its impact on biodiversity. Stream this dashboard to social networking sites and create media releases to inform existing and potential customers of the project's impact on biodiversity. Maintain the dashboard's credibility by hiring an auditing firm to conduct quarterly audits of the accuracy of project data being uploaded to the dashboard. Place a link to these audit reports on the dashboard.