The Patagonia Case

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.

The largest problem at my store in particular is the employees are not happy. When people happy sales are up, if people are unhappy sales are down. Founder and CEO of Dotcom Distributions, Maria Hargety agrees, “No matter how big your brand becomes, your company is nothing without the people who make it run.” Walgreens is one of the top drug stores in the company and yet this store is barely making an enough to stay open. Hargety is expressing that brand does not matter, what matters are the people behind the brand. As long as, employees stay unhappy, productivity will remain low. Another reason, behind low morale, is team members are opposed to change. For the most part, all the employees have been at Walgreens more than eight years. The employees still have the mind set of

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

When I was reading the book, one of the main questions that I always asked myself was what companies’ duties are. Patagonia is the best example that the book gives us. It tries to take all responsibility for their activities that relate to their stakeholders.

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.

An employee’s morale is tied to their work, the more stressed and dissatisfied the employees are the more their work will suffer. A happy employee means more work will be done, working in a happy and safe and secure work environment will make the workers more willing to work harder.

1. Strategy: Patagonia’s product differentiation as their strategy, through CSR, which involves sustainability, philanthropic initiatives, moral obligations, and reputation. They operate in ways to secure long-term economic performance by avoiding short-term behavior that is socially detrimental or environmentally wasteful. They do this all while keeping their quality high and having their core consumers in mind.

1. Patagonia uses personnel and cultural control to apply this strategy. For personnel control, the company hires people who are as passionate about environment as Yvon.

Patagonia Case Study “Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.” Since being founded in 1973 by outdoor enthusiast Yvon Chouinard, Patagonia has gone to great measures to follow their mission statement and build a brand based on quality, trust, sustainable practices, innovation, and loyalty. By becoming a pioneer of using organic cottons in its product lines and using environmentally sustainable processes to make its products, Patagonia has managed to appeal to a certain yet growing consumer base. The consumers are men and women between the ages of 18-40 primarily in North America (West Coast and North East) who are active, outdoor nature lovers, and are supporters of sustainable and environmentally friendly practices. In addition, they are the ones who try to live a healthy lifestyle by eating organic products and attempt to reduce their environmental impact by

Create a new product line that appeals to the previously mentioned demographic. In order to avoid cannibalization of sales, Patagonia should ensure that the new line has that same “dirtbag” ethos but should just appeal to the younger generation. Patagonia should then focus on transitioning the younger generation’s demand into the classic style as they get older.

In 1993, Patagonia was the first company to make plastic soda bottles into fleece, as well as other materials. As many other brands are following in their footsteps, this new technology is a new way to make an Eco-friendly material and that is durable and well made. Patagonia has changed how people view recycling. They are focused on reducing the amount of pollution in the environment. They needed 20,000 barrels of oil to make raw materials, but as they started recycling plastic bottles there was no need for that. Now, there is space in the landfills by keeping millions of bottles out, which eliminates harmful air emissions, making the environment a better place. While Patagonia strives for environmental improvements and to make their products, sustainable, there are now expanding to other fabrics. It has been over

The responsible company, a firsthand account of Patagonia’s rise to become a leader in sustainable business and environmental practices. This book goes over the ethical and sustainable business practices that Patagonia has been using for the past 40 years. They started off as a small company called Chouinard Equipment, they sold rugby shirts, ice axes, and much more basic mountain climbing equipment. Throughout the course of this paper I will be discussing, Patagonia’s values, ethical framework, and the different elements that made them a highly sustainable business.

He has had the company set an online library in which documents are posted. An example being “ the footprint chronicles,” a guideline in which employees are shown how to make rational decisions. Even after Yvon is gone employees should continue to do this so that when someone new is hired they understand exactly what the company is about and how to handle different situations they may encounter in this business. Yvon is also very big on giving back to the environment. The company will donate 10 percent of pre- tax profits to environmental causes. This is something the company should keep doing down the road to keep their mission statement alive about being environmentally friendly. By adapting to Yvon Chouinard's ideals, they will become a permanent part of Patagiona.

Over the last 6 months, stores throughout the company have used a performance management system to boost morale, respond to employees’ sense of hopelessness and fear, and retain effective employees.

Linguists consider language as a living asset. It rises, develops and eventually dies. If we consider the language our grandparents use, we surely remark some differences with our language usage. My grandmother still says “ bencileyin” instead of “ benim gibi” for instance. The improving technology, the intercultural attainability ,etc...bring new words into our vocabulary or change their actual meaning. Although language develops naturally through generations, in history we can see examples of active intervention of authorities in languages. The language reform in Turkey is an example of such an intervention. The fledging Turkish government obviously needed an attempt in the language for several