Patagonia Case Study: A Passion For The Planet

In addition, the company also concerns social needs which hope the employees have belonging feeling. For example, the company holds different interesting clubs to encourage employees to gather and share the hobbies in holidays, e.g. hiking club, biking club, running club etc. Apart from these clubs, the company also organizes annual dinner in order to offer a chance for different departments gather together in a relax atmosphere. The forth level is esteem needs. The company would reward those outstanding performance colleague though global announcement intranet system, which can strengthen employee’s confidence and create higher motivation to achieve good result in company. The last level is self-actualization, it may focus on top management how to achieve beyond its capabilities, for example, they can enjoy the bonus based on company’s profit.

What is Nick Gibbons’s vision in this case study? How is it similar to or different from the vision of the owners of the paper? Discuss the unique challenges a leader faces when required to implement a vision of his or her superiors.

Many firms are learning that being environmentally friendly and sustainable has numerous benefits. (O.C Ferrell, Fraedrich, Ferrell, 2015). This could enable them to increase goodwill from various stakeholders and also save money in the long term. This will mean that they are being more efficient and less wasteful of resources, which will enable them to be more competitive by satisfying stakeholders. The CEO of

Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

As for Labor, and given the massive production the company is required to undertake to meet its customers' needs especially in special occasions such as Christmas, Valentine's Day & Mother's Day , the company heavily relied on outsourced home workers who performed production functions at their homes and hence were treated as independent contractors.

The culture for Patagonia is environmental friendly, they have analyzed the human relations behavior to achieve efficiency and high employee moral. Patagonia provides both intrinsic and extrinsic rewards to their employees. The intrinsic rewards offered by Patagonia is offering employees to display their passion. The extrinsic rewards are the benefit of having a child care on campus and offering exercise classes during lunch breaks.

My passion for global health stems from my experiences as a child. Growing up as a child of Mexican immigrants to the United States, I had the opportunity to visit family members in southern Mexico every few years. While I savored reconnecting with relatives, my awareness of inequalities bolstered with each visit. My relatives live in rural areas where economic adversity is persistent and access to quality healthcare is sparse. Contrasting my relatives’ experiences and opportunities with my own exemplified to me how one’s life is shaped by economic conditions, healthcare access, education systems, and one’s birthplace.

Patagonia’s value proposition is based on embedding environmental sustainability in every business decision it makes. Its core strategy is differentiation by focusing on durability and quality of products whilst minimising its carbon footprint and use of synthetic ingredients (what). The business model revolves around developing innovative technologies and influencing competitors and suppliers alike to adopt environmentally-friendly processes (how). Commitment to these causes while maintaining quality has allowed it to develop a loyal customer base amongst high income groups and athletes (who) and significantly increase customer’s willingness to pay.

Patagonia: Patagonia’s mission is to provide consumers with the best products while coming up with solutions to aid the environment. Patagonia started as a small business making tools for climbers, and they have turned into this large organization with a unique culture and identity that they take great pride in. Just by looking at Patagonia’s website and seeing what kind of employees they seek, I would guess that they might have a hard time finding quality talent that fit their mold as well as keeping adventurous employees with the

In the context of our business model our number one key process is our Rules and Norms (a complete breakdown of Patagonia’s current business model and a to-be-proposed business model are available for review in Exhibit I). This ethos that started with the founding of Chouinard Equipment continued through the creation of Lost Arrow and indeed Patagonia. Our self-proclaimed “dirtbag” culture has resulted in some unorthodox business practices over the years. We pride ourselves on our efforts to reduce the social and environmental impact of the lifetime of the goods and services we produce. This is something that our competitors recognize but do not focus efforts on; for

A company that I believe would greatly benefit from Patagonia’s level of loyalty from its employees is Wal-Mart. Wal-Mart was the top 500 fortune company last year, yet it has some of the lowest wages and highest turn over rates of a massive corporation. (http://fortune.com/fortune500/walmart-1/) Wal-Mart began as a simple grocery store that was opened in Rogers, Ar. by then owner Sam Walton ( Our History, n.d.). At the core of the massive chain sits the original belief from its founder that true leadership depends on willing service from its employees. The principle understanding of the need for quality employees was there, however the drive to provide the lowest price to its customers threw the whole operation into a tailspin.

This paper on Patagonia will talk about the park today. Patagonia today is a lot different then when it first started. Patagonia has been constantly growing and adding to their park. While visiting Patagonia you can do a wide range of things. They offer fishing to mountain biking this way people of all ages can have an enjoyable time. Backpacking in Patagonia is a worthwhile experience, the Aviles Valley trail is the only established multi-day trail in the park right now. Backpackers can continue on this trail and connect to the Jeinimeni Mountains, eventually these end at the town of Chile Chico. This trail can take hikers three to four days. It is recommended you start your hike in early morning. During the summer the glaciers that are in

Patagonia is an American high-end clothing company, which produces outdoor clothing. Their clothing are durable and eco-friendly. It was established in 1974 by Yvon Chouinard. Their headquarters are located on a three-acre campus in Ventura, California. Their mission is to “Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis” (Patagonia). Yvon Chouinard is no longer the Chief Executive Officer (CEO) of Patagonia.

4. Which of the seven moral principles in Table 1-5 appear to be in force at Patagonia? Explain.

3. How do you educate a manager to manage an organization as it evolves over time from an entrepreneurial structure to a more sophisticated and complex organizational structure?