final study for exam, how does Patagonia apply to the exam articles Flashcards
Patagonia and Chandler: “logic of industrial success”
Patagonia want to be the first to actually do whats necessary to save the planet (first movers)
Investments in research and development are made in “regenerative culture”
“regenerative culture” is also a first mover thang
Patagonia and Barney: “looking inside for competitive advantage”
evaluate Patagonia’s ressources
organizational asset of historical reputation since they have been socially and e¡environmentally responsible for 45 years (VRIO)
financial resources of equity in startups (V)
financial resource in capital (V)
physical resource of regenerative agriculture consisting of land, plants and farms (VRI)
human resource of knowledgable socially responsible Indian farmers (VRI)
organizational resource of political influence since they promoted some òliticien (VRI)
the company as a whole is organized
they have sustained competitive advantages
Patagonia and Collins and Porras: “Company’s Vision”
core ideology based in core purpose of “Build the best product, cause no unnecessary hard, use business to inspire and implement solutions to ecological crisis”
Patagonia and Mintzberg: “Manager’s Job”
CEO Marcario has interpersonal role of spokesperson when publicly said that she was giving 10 Millions in tax cuts
CEO Marcario also has decisional role of resource allocator for 10 M donation
Founder Ivon Chounard has decisional role of entrepreneur for changing the company’s mission statement
Founder has informational role of disseminator role for giving HR new marching orders
Founder has informational role of monitor for searching for studies of regenerative agriculture
Patagonia and Franch and Raven: “power”
Ceo and Founder have legitimate power because of their formal authority in their company
Founder has informational or expert power because he can manage to tell info he got a and use it for his cause
Founder has referent power because he managed to get a politician elected for who he is (could be reward power too)
Patagonia and Norton: “Balanced Scorecard”
Financial Perspective # 1
Goal: Increase Profitability of companies invested income.
Measure: Return on Equity Ratio
Target: Increase by 20%, for when: within a year
Financial Perspective # 2.
Goal: Increase Revenue Generated through Fixed assets.
Measure: Fixed Asset Turnover Ratio.
Target: 30% increase. For when: within a year.
Customer Perspective # 1.
Goal: Improve customer perception of Patagonia.
Measure: % of customers who purchase Patagonia for environmental reasons. Goal: Increase by 20%.
For when: within a year.
Customer Perseptive # 2
Goal: Improve customer Satisfaction of Patagonia Products.
Measure: %Percentage of Customers Satisfied. Target : at least 70 %.
For when: within a month.
Internal Perspective # 1
Goal: Increase amount of products made through sustainable/socially responsible practices.
Measure: %Percentage of inventory made from purely socially responsible plants.
Target: 100%. For when: in ten years.
Internal Perspective # 2 Goal: Reduce carbon footprint of company manufacturing.
Measure: Tons of Carbon emitted per tear,.
Target: 0. When : 5 years.
Innovation & learning perspective #1:
Goal: Improve expertise of R&D team.
Measure: % Of Employees in R&D division with Masters or higher.
Target: additional 20%. For when: Yearly
Innovation & Learning perspective #2
Goal: Increase amount invested in R&D by shareholders.
Measure: R&D Expense to Average Shareholders equity ratio.
Target: increase by 30 %.
For when: within a year.
