Patagonia case study nymber 2 | stragetic mangament | University of Redlands

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Group Questions based on Chapter 2

APA Format cover Page  and reference page. Requires 4 full pages of read text excluding cover page and Reference page.  Number question  within 4 pages.  Patagonia story attached.

  

CASE 2. Patagonia: Encouraging Customers to Buy Used Clothing (A) 

Group Assignment Questions based on Chapter 8

Using information from the first two cases, please answer the following questions. You may need to conduct outside research such as the Patagonia Works website (http://www.patagoniaworks.com/faq/).

1. Stead & Stead (2014, 233-234) list five functions of a Board of Directors. Who is responsible for these functions at Patagonia? How well are they doing?

(1) … they are responsible for overseeing the strategic direction of the firm. 

(2) They are responsible for auditing the financial performance of their firms, including being responsible for ensuring that the audited financial statements represent a true and accurate picture of the firm. This is essentially their watchdog role. 

(3) They are responsible for the selection and succession of CEOs as well as the determination of CEO pay. If the CEO loses their confidence, they are responsible for replacing him/her. 

(4) They are responsible for assessing risks and developing strategies that mitigate risks. 

(5) They are responsible for ensuring the ethics and legality of the firms’ activities, thus building and preserving reputational capital 

2. Stead & Stead note that “Strategic evaluation and control processes are used to implicitly and explicitly evaluate whether or not a firm’s strategy is achieving its intended results (p. 237).” Evaluate Patagonia’s strategic evaluation and control processes.

3. Stead & Stead argue that leaders should be humble, ethical, spiritual, and have the attitude of a servant. To what degree does Patagonia’s founder reflect these attributes?

4. According to Stead & Stead “Successfully implementing SSM requires that strategic managers create and maintain effective sustainability-centered relationships within their firms and among their interconnected plethora of stakeholders (p. 246).” How effective is Patagonia’s top leadership at creating and maintaining such relationships?