Read the case Patagonia: Leading a Green Revolution beginning on page 442 of you

Question

Read the case Patagonia: Leading a Green Revolution beginning on page 442 of your text. Answer the following questions: 1.How do you think Patagonia executives decide on what products to offer so that the outcomes will be both business-practical (think profits) and environmentally friendly (think sustainability)? Take the case of a proposed new hiking boot. What criteria would you use to evaluate it as a new Patagonia product? 2.Even though he is no longer the CEO, Yvon Chouinard still exerts major influence over Patagonia’s business approach. What should he and other Patagonia executives be doing today to make sure that his ideals remain a permanent part of the company’s culture after he’s no longer active at the company? 3.Picture yourself working for Patagonia. The CEO comes to you and asks for a proposal on a new, “forward-looking” sustainability agenda for the firm. The goal is to drive Patagonia’s future, not just celebrate its past. What would you include in this proposed agenda in order to really stretch the firm beyond what it is already doing, and why? 4.Evaluate the risk that ethics might someday lose out to greed even in a company with the idealism of Patagonia. Look carefully into Patagonia’s products and practices and see if you can find any missteps where decisions put profits ahead of the company’s publicly stated environmental goals. Can you find evidence for strong governance and leadership that will protect Chouinard’s values and legacy far into the future? How about the competition? Just how does Patagonia operate today to ensure that ethics and social responsibility are not displaced as core company values? Finally, how about the competition? Is Patagonia still the best role model, or can you identify other firms that deserve to be studied as role models in business and society relationships?

Explanation / Answer

It would be better if you could attach the "case Patagonia: Leading Green Revolution beginning on page 442". however seeking information about it on internet we can infer the following:

If we read about the Patagonia case, we can realize that their decisions have been risky, risk was worth have since generated a tremendous success for the company. Taking advantage of the external situation, the growing concern for the environment, and fashion of "recycling" arguing "Making the best product, cause no unnecessary harm to environmental and use business to inspire and implement solutions to the environmental crisis" . How to sell more telling people to buy less, tell your customers that buy less. This has been one of the strategic arguments of Patagonia, besides the combination of various marketing psychological tools. Absolutely, one of the companies that has best use and communicate social responsibility as a marketing strategy.

1.- First, Patagonia focuses on a prototype of consumers, which makes sense since it is easier to describe the behavior of the demand for a family of related products, the user base is described as a carefree individual, with an average age of 34, who enjoys athletic effort alone and carries an active lifestyle, corporate away. There is a multitude of users, but a small circle "of climbers, hikers, skiers and friends", which the company seeks to be faithful. From here, patagonia executives select products to market. Taking as an example the case of a new boot excursion, must first be an eco-friendly product as this is the main premise of the company, and then a, plus innovative quality product that is aesthetically pleasing to consumers.

2. Regarding your second question, Yvon Chouinard is the creator of this wonder, how him assure him permanence? His legacy speaks for himself, is a man who has gotten away doing the right thing through fair values, which has inspired the following executives patagonia, to follow his ideas, thought and deed.

3. To your question 3, I would add a line of clothes for a more varied group of people. The success of Patagonia is selling quality things also add social responsibility to all its members, but the group who are targeted these products is limited. This recommendation can be a risk, but with the right designs, patagonia could become a more commercial enterprise, for example, looking for executives who are sympathetic to the values and ideals of the company, offering clothes that they could use in their daily lives.

4. I can not really find evidence of some "error" in demonstrating that the profits go first, and that the concept of social responsibility is. On the contrary, Patagonia has become undoubtedly a social phenomenon and a source of criticism from all sectors, accusing it of using sustainability and social responsibility as a strategy to sell more. I believe that these attacks make it more cool and good day by day because the business does not have to be at odds with the social commitment and vice versa. And there, Patagonia is doing great.

Regarding competition as Patagonia and ensures its philosophy of work in the market? Patagonia believes in the loyalty of its consumers as it generates in them confidence thanks to its quality products, the message that we care for the environment and sustainability of new technologies that allow us to live in a greener world, I honestly think be long before these things "go out of fashion", but even when we live in a century that cares increasingly on improving the environmental conditions of our world. Competition, to name a serious company like North Face, births in not very distant decades, are aimed at the same audience; however is the pioneer Patagonia and who deserves study because of the social phenomenon that has generated since its birth and throughout its career.

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