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Social Entrepreneurship Assignment CHPT 3

Patagonia exemplifies the triple bottom line of social entrepreneurship by prioritizing environmental sustainability, employee welfare, and profitability through practices like using eco-friendly materials and offering flexible work schedules. The company supports its employees with benefits such as daycare services, fostering a work-life balance that aligns with their values. Additionally, Patagonia's commitment to repairing and reselling used clothing, along with donating 1% of sales to environmental causes, enhances customer loyalty and reduces waste.

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6 views2 pages

Social Entrepreneurship Assignment CHPT 3

Patagonia exemplifies the triple bottom line of social entrepreneurship by prioritizing environmental sustainability, employee welfare, and profitability through practices like using eco-friendly materials and offering flexible work schedules. The company supports its employees with benefits such as daycare services, fostering a work-life balance that aligns with their values. Additionally, Patagonia's commitment to repairing and reselling used clothing, along with donating 1% of sales to environmental causes, enhances customer loyalty and reduces waste.

Uploaded by

johndoe.xu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Michael Xu

2025SP.BUS.139.0003
1/25/2025

Social Entrepreneurship Assignment Chpt 3

Patagonia meets the textbook description of the triple bottom line of social entrepreneurship of
people, planet, and profit by showing a commitment to the environment, valuing their employees and
selling their product with a profitable business model. Patagonia uses environmentally friendly
materials and practices and approaches employment with a simple, laid-back “go surfing” policy that
offers a variety of benefits. By keeping the company private, they are able to regulate their own
growth to ensure longevity and stay in business, something which Yvon Chouinard learned the
importance of early in Patagonia’s founding. Social Entrepreneurship can definitely work for most, if
not all businesses. Many are able to fit the description of combating social and environmental
problems in some way, while still making a profit. An example is the for-profit venture Lime. Whilst a
scooter/bike rental business may not seem like a form of social entrepreneurship, the e-scooters and
bikes Lime rents out provide social value through being a means of a more environmentally friendly
and affordable means of transportation in urban areas. Another example is the food and beverage
giant Nestle. Though they have come under controversy in recent years, their commitment to
responsibly sourcing their materials and promoting social welfare in the communities they work with
is a form of social entrepreneurship.

Patagonia’s employees are dependent stakeholders. They have urgency because they rely on the
company for their income and employment and have legitimacy because they are desirable enough
to be hired to work for the company or possess professional experience. However, they lack the
power to directly influence Patagonia’s broader decisions on their own. Patagonia creates value for
its employees by offering a variety of benefits and emphasis on work-life balance. One benefit
Patagonia employees are entitled to are daycare/nursery services. As supported by Yvon
Chouninard, the company provides this service because they believe in the importance of the first
five years of a child’s life. This leads to a more comprehensive, higher-quality service that gives
more value to employees than a business that was not as passionate about childcare. Patagonia
also provides its employees with flexible work schedules, which allows for greater independence and
creativity. This policy was incredibly innovative, especially when at the company’s start such
practices were rarely present in most other businesses. Finally, by hiring self-driven, creative minds
Patagonia’s employees are able to take part in a company that aligns with their values of
sustainability and purpose-driven work.

Yvon Chouninard believes that clothing should serve a functional role in our lives, while keeping
environmental impact at a minimum. Patagonia uses environmentally friendly materials and
practices in their production of clothing, with a focus on longevity and reliability. Their core beliefs
that clothes are meant to be worn for years reflect in their design, contrasting with other more
consumerist brands common in the market. This continues to be shown in their practice of repairing
and reselling used clothing, which not only reduces waste but also ensures steady customer
retention. In addition, Patagonia donates 1% of their sales to environmental causes, also inspiring
brand loyalty with eco-friendly customers.

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