...Patagonia Problem Patagonia, a highly recognized brand that manufactures high end outdoor gear, refers to the Fair Labor Association’s accredited monitors for monitoring its manufacturing standards. The conflict of interest arises with the methods FLA uses to monitor its corporate affiliates like Patagonia. FLA allows its affiliates to pick the factories that need to be inspected as well as the inspectors who will be conducting these inspections. The affiliates are also responsible for compensating these monitors. As a result, FLA, which claims to be a third party monitor, ceases to be one thereby allowing its corporate affiliates to monitor themselves. The other issue in the case is that since Patagonia is a privately held company, the standards and procedures it expects of its manufacturers and suppliers are not made public. This lack of transparency does not necessarily help Patagonia back its claim operating 100% organic, since the data that proves it is not available to the public. The third issue is the fact that Patagonia enables farmers to pick their own certifier to certify the cotton fiber and production. This could pose a problem as farmers may jeopardize quality by using certifiers that are cheaper and require fewer and less thorough inspections to cut costs. The totality of these issues raises questions whether Patagonia is genuine in their efforts to promote the use of organic textiles in its effort to tackle the environment crisis or is it another case of greenwashing...
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...Muhammad Ateeb Khan 260362190 Patagonia Case Company Objectives: To earn sufficient profit by delivering innovative, excellent, useful products and service to customers without the pursuit of growth for growth’s sake. To reduce or reverse the environmental harm caused by company operations Strategy: Designing high-quality outdoor equipment and clothing. “Quality” is the way of doing business for Patagonia. This includes Quality products, quality service and quality life of employees. Internal Controls: The company initiated a program called “The workbook process” that was aimed to get the employees actively involved with the companys performance and also to assess which work groups were meeting their targets and which weren’t. The Workbook process involved making every department’s and corporation’s plan visible to all employees and encouraged employees to become actively involved in the planning and operating review process. This process also made monthly department and corporate financial and operating repots visible to all employees. This new system was initiated as an improvement to the company culture of concern for employees’ quality of life, which in turn reflected motivation to serve company objectives The Company uses results controls to monitor and direct the actions of its employees. The workbook process was designed for this very reason so that employees can be fully aware of the objectives their group needs to accomplish for the financial year and...
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...FOCUS OF THE CASE: • The Company is trying to implement a new radical environmental initiative while maintaining an average annual growth of 6% in net sales (giving 1% of their revenues to environmental causes and providing thousands of dollars in looking for technology which could make them reducing the environmental impact of their production) and at the same time they are targeting a 10% annual growth in sales for next five years. The problem is that Patagonia didn’t do much planning scenario on a medium and long-term basis to analyze the impact and viability of this project. • The possible alternatives are: 1) Patagonia should try to increase their revenues by reducing their prices to attain a wider market (their actual niche-market, ‘the dirty-bags’ is about 38 years old and has a 120 K per year). This only represents a very small part of the population. They need to target young customers as well. 2) They may try to go global, but they need to make sure they first understand each region’s business environment, appropriate distribution channels, etc. and determine what they need to modify their products to be relevant in the respective target regions. 3) They may expand more in other distribution channels such as e-commerce. This would reduce their costs and give customers a friendly online experience. 4) They could invest more in marketing (they currently invest less than 1% of their net income in marketing). 5) They may create a new brand with lower price...
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...What Darwin Didn’t Know: Darwin's First Clues: By David Quammen, Photograph by Luciano Candisani, MInden Pictures Summary The journey of young Charles Darwin aboard His Majesty's Ship Beagle, during the years 1831-36, is one of the best known and most neatly mythologized episodes in the history of science. Darwin visited the Galápagos archipelago in the eastern Pacific Ocean, and there beheld giant tortoises and finches. The finches, many species of them, were distinguishable by differently shaped beaks, suggesting adaptations to particular diets. The tortoises, island by island, carried differently shaped shells. These clues from the Galápagos led to conclude that Earth's living diversity has arisen by an organic process of descent with modification or evolution, as it's now known, and that natural selection is the mechanism. His theory developed slowly, secretively, and his book, The Origin of Species, didn't appear until 1859. Many scientists, along with some Victorian clergymen, resisted its evidence and arguments for decades afterward. The reality of evolution became widely accepted during Darwin's lifetime, but his particular theory, with natural selection as prime cause, didn't triumph until about 1940, after it had been successfully integrated with genetics. Apart from those clarifications, the most interesting point missed by the simplified tale is this: Darwin's first real clue toward evolution came not in the Galápagos but three years before, on a blustery beach...
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...creates a better understanding and communication of Patagonia’s mission and goals to their employees. The company has been growing rapidly in the past decade and, as a result, the employees receive less information from the officers than they previously did. Since it would be impractical for the officers to meet with all of the employees every month, the Workbook Process allows the employees to have a strong voice in the company. This works into the next strength of providing employees with the desired company knowledge and ability to become involved in the company’s direction. Patagonia faced a crisis in 1991 and as a result several employees felt that they were not aware of what was going on at the company. The Workbook Process allows the employees to have access to the information and offer suggestions so that they do not have another crisis. If employees do not understand the information, Patagonia has also offered to help train individuals on how to read and interpret the information. This works well with Patagonia’s philosophy of respecting their employees and increasing their knowledge. A final strength of the Workbook Process is that it was initially well received by employees. It is stated that two-thirds of the managers actively participate in the Workbook Process with the other third either not participating or simply walking through it. The testimonials of the employees provide evidence that the information is evaluated and found useful by some. The Workbook Process...
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...Patagonia, Inc. If you are an outdoorsman, then I don’t have to tell more about Patagonia. Yes, they are a successful brand name in worldwide markets. It was founded by a rock climber named Yvon Chouinard. His love of nature and his dissatisfaction over some rock climbing equipment, lead the way for his innovative creativity. He created or let’s say modified the existing rock climbing equipment in terms of nature friendliness, efficient and reliability, thus founding Chouinard Equipment, Ltd. It had an estimated 80% of the U.S. markets during the 1960’s. Besides this, he also started focusing on the clothing line of quality outdoor clothes and named it Patagonia, Inc. All the Patagonia products were ensured of high quality, durability and reliability. By the 1980, their sales were increasing rapidly, also thanks to the breakthroughs in new fabrics. Moreover, they also started the mail order business, the forefather of online sales and it brought in more profits to the company. However, fast they were growing or more profitable they were becoming, Patagonia had a humble beginning with yet humble mission statement: “Make the best quality product and cause no necessary harm.” It simply relates to a caring idea of the founder Yvon Chouinard, who loved nature. He also focused on quality as a priority for his company’s mission as a whole. He once stated, “It’s linked, quality product, quality customer service, quality workplace, quality of life for your employees, even quality of...
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...casecase 4 4 patagonia patagonia First ascents: finding thethe way First ascents: finding way toward quality of life life and work toward quality of and work > .> 1. The lie of the land Patagonia’s brand awareness and reputation are distinctly out of proportion to its size. Nestled in a quiet street just yards from the ocean in Ventura, California, Patagonia has for over two and a half decades been renowned for supplying highquality outdoor clothing and equipment to discriminating enthusiasts. A stepchild of Chouinard Equipment, the leading US supplier of speciality climbing equipment in the early s, Patagonia remains privately held. It is a subsidiary of Lost Arrow Corporation, established in as the holding company for Patagonia, Patagonia Mail Order, Chouinard Equipment (now Black Diamond) and Great Pacific Iron Works. Patagonia sales in were US$ million, achieved with employees. Patagonia manages the research and development, design, manufacturing, merchandising and sales (retail, catalogue and web-based) of adult and children’s outdoor clothing, hardgoods such as packs and travel bags, and, more recently (following founder Yvon Chouinard’s long-standing philosophy that, if you can’t find a good one, make it) surf boards! The heart of Patagonia’s success lies in relentless technical innovation that produces a continuous stream of products good enough to meet the tough and © 1999 Greenleaf Publishing Ltd > a. Corporate overview 2 mapping...
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...1) Patagonia has a history of putting sustainability ahead of profits. Based on what you learned about Patagonia’s ideals, how do you think the company determines what possible ventures will be both business practical and environmentally friendly? Patagonia determines how its possible ventures will be both business practical and environmentally friendly by turning their company into a eco friendly environment. It clearly states this in their mission statement. “ Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis” Their main focus is going “green” to help the environment but also using business as a way to expand this envision. Profit and helping the environment are the two main building blocks of this company. All products that are used in this company are environmentally friendly. For example after coming to learn the effects that cotton was having on the environment they decided to switch to using synthetic cotton and other material that was in no ways harmful to the environment. Although they had a tough time in the start with the costs and quantity of these raw materials, Yvon stuck to his envision and ended up gaining success. He even came up with a unique way of recycling his clothes. He gave consumer the options to bring back their clothes if it was torn and not wearable. This piece of clothing would either be fixed or “ melted down” to create a new product. This furthered his business...
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...The Galapagos in September Charles Darwin first visited the Galapagos Islands in September, exploring the islands and discovering creatures that remain today; including giant tortoises and marine iguanas- while marveling at the volcanic landscapes and the diversity found within their borders. True to form, the islands in September are alive with creatures great and small in the midst of transition. Giant tortoises on Santa Cruz make the journey back from the coast to the lush highlands of the island. Fur seals are beginning to breed, and female sea lions are giving birth, with males fiercely protecting their harems from other bulls. It is a cool month to visit the archipelago, in both senses of the word. The chilly Humboldt Current mixes with the warmer waters of the Galapagos producing a thriving under water eco-system brimming with marine life. Schools of reef-fish feed off of plankton, dolphins and sea turtles feed on the fish, and Orca whales sit at the top of the food chain; chasing after the larger creatures of the sea. Around Darwin, Wolf, and off the western shores of Isabela Islands, humpback whales and their young are often spotted- as are massive whale sharks, the largest creature in the ocean. September also marks a waning of the number of people who visit the islands; kids are back in school after the summer break, and parents are busy getting ready for the upcoming holidays. It is traditionally a period when the locals enjoy the islands, making it a great time...
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...During late April, and early May of the year 1836 Charles Darwin landed on a French isle called “Mauritius”. Rounding the northern tip of Mauritius, Darwin said that it met all of the expectations, by many well known descriptions of the scenery. He depicted the island to have forest filled mountains, and also portrayed the land as he approached to be bright green and have very tropical aspects to it (Darwin Diary pg.509). “The centre of the island consists of a great platform, surrounded by old broken basaltic mountains, with their strata dipping seawards. The central platform, formed of comparatively recent streams of lava, is of an oval shape, thirteen geographical miles across, in the line of its shorter axis. The exterior bounding mountains come into that class of structures called Craters of Elevation, which are supposed to have been formed not like ordinary craters, but by a great and sudden upheaval. There appears to me to be insuperable objections to this view: on the other hand, I can hardly believe, in this and in some other cases, that these marginal crateriform mountains are merely the basal remnants of immense volcanoes, of which the summits either have been blown off, or swallowed up in subterranean abysses”(Darwin Diary pg 511). When Darwin reached the top of the mountain calculating it to be about 2,600 feet in elevation, he said the countryside looked predominantly cultivated (Voyage Journal pg.572). M. Lesson, in the voyage of the Coquille, has stated, that...
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...13.12.2007 Case Study: The Hertz Corporation Presentation: Mariano Mateos, Ricardo Velilla, Elias Völker The Bid for Hertz Casestudy: The Hertz Corporation 13.12.2007 2 Agenda Hertz – Company Overview How to create value Deal Structure Financial Engineering Conclusion Casestudy: The Hertz Corporation 13.12.2007 3 Intro Ford Motor Company Hertz Corporation CD&R Other PE firms Casestudy: The Hertz Corporation 13.12.2007 4 Hertz‘ business areas Off/On-airports 1,77 million cars Off/On-airports 12% share of the market $10 bln market revenues RAC Hertz HERC $17 bln market revenues 180 largest airports The third largest company $1,2 bln revenue The fourth largest company $152 mln revenue USA Casestudy: The Hertz Corporation Europe 13.12.2007 5 Region Agenda Hertz – Company Overview How to create value Deal Structure Financial Engineering Conclusion Casestudy: The Hertz Corporation 13.12.2007 6 Clayton, Dubilier & Rice Inc. Private equity investment firm founded in 1978 Investments in 39 US and European businesses Specialized in acquiring under-managed divisions Has obtained a higher and steady return on investment The case of Hertz Casestudy: The Hertz Corporation 13.12.2007 7 First Stage: Uninteresting Bid YEAR 2002 CD&R began studying the rental car business (RAC). Early in its investigation, CD&R studied Budget and Alamo. Hertz Much more attractive. Ford dismissed...
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...DATE | SITUATION | Feb 13 -2015 | I had to receive the truck (STEP).Anny told me that I would punch in at 10 p.m. I told her, my team punch in at 9:45, I have to do rally meeting, set up the stockroom, etc, I should punch in at 9:00 or 9:30 p.m. at least, and she said no.When I came at the store, I checked the STEP Report, I would receive 176 Boxes and I had 16 Assoc. in schedule, but only 8 came. In addition, Assoc. Pedro Perez (Supposedly lifting boxes) was scheduled at 10 pm and He came at 11 p.m.I had to download the truck alone. I have a serious problem in my back and I must not do any lifting. I have documents of my physical situation and Paul Gitman, Anny Aguirre and Ketty Boza know about it.The result was a mess, 75 boxes unprocessed, Assoc. unmotivated and the worst, I couldn’t walk for 10 days due an injury in my back. I’m still in therapy.I asked Anny and Ketty twice what happened and They said: I don’t knowI didn’t find out anything, but casualty three assoc. asked me about my injury, Leana Sequeira, Sady’s Garcia and Pedro Perez and They told me that Ketty and Anny called them to change the schedule. Leana, Sadys and Pedro told me that they can say what Ketty told them and they change the schedule without reason.I have evidences, documents and witnesses about all of this, is shown that it was abuse of authority, crime with premeditation and treachery.This situation not only got in risk the operations, but also could be more serious consequences for my...
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...POST MODULE ASSIGNMENT FORM (MEBM) Name of student : IZYAN MUNYANTI BINTI ABU HANIFAH MyKAD no/Passport No : 880520045260 Matric Card No : MRS 151004 Name/Code of Course : MRSE 2583 – PROJECT MANAGEMENT Date of Submission : 20th November 2015 Name of Lecturer : DR. MOHAMAD SYAZLI FATHI Signature : Date : Contents 1) PROJECT DEFINATION & DESCRIPTION ......................................................................................... 4 1.1 1.2 Description of the project ................................................................................................................. 4 1.3 Problem Statement ........................................................................................................................... 5 1.4 2) Purpose of the project ...................................................................................................................... 4 Objective of the project .................................................................................................................... 5 PROJECT SCOPE ................................................................................................................................... 6 2.1 Project Scope Details ....................................................................................................................... 6 2.2 Descriptions of the program ......................................................................................
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...Patagonia is an outdoor apparel company faces an issue of whether adopting Product lifecycle Initiative to create a closed loop of their products (Reinhardt, Casadesus-Masanell, & Kim, 2010). Considering Patagonia’s scale and financial goal ambition, accommodating the Initiative is not feasible at this stage. Patagonia may need to implement the initiative when it has higher profitability and larger scale. This article will introduce Patagonia and the concept of Product Lifecycle Initiative briefly, discuss the advantages and disadvantages concerning the implementation of the Initiative, and then relate the case to H&M’s practices of garment recycling. Product Lifecycle Initiative (“reduce, repair, reuse, and recycle”) represent a commitment to lengthen product...
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...Patagonia has created a strong brand and a sustained competitive advantage through focusing on the product quality to meet tough expectation of customer and win their trust and loytalty, while at the same time reducing the environmental damage. This environmental position of Patagonia contributes to strengthen the company's uniqueness against competitors by differencing it from others in a market where technology improvement has become increasingly challenge. Patagonia uses incremental innovations approach to improve existing products and processes, as new technical systems for their apparel and gear for instance. The company chosed to maintain high margin with command prices 20% above their competitors. Inside the company, Patagonia's employees showed high satisfaction and fidelity, which led to much lower turnover comparing to other rivals. Finally, the firm differentiates itself from other major competitors by focusing on customers who are knowledgeable about their sports and outdoor activities (niche market of dirtbags) and willing to pay additional amount for superior quality. It is true that Patagonia's environmental position contributed to company's competitive advantage in positive ways, such as strengthen the company's uniqueness against rivals. Also we could believe that business and sustainability seems to be compatible when we se how the positive and improved image of Patagonia helped it to gain legitimacy with stakeholders; or when its competitors are making...
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