Assignment 2- BUS 852
1. What is the vision of Namasté Solar? What is the mission? How are the company’s values
reflected in these statements? Explain.
The company Namaste Solar is based in Colorado. The corporation has been in operation since
15 years, and is involved with designing and installing solar energy systems. Namaste Solar
wants to provide consumers the power to manage their energy use while also lowering carbon
emissions. The company's main goal is to lessen the harm that fossil fuels do to the environment.
The aim of Namaste Solar is to "promote the responsible use of solar energy, pioneer responsible
business practises, and create holistic prosperity for the firm and community." Namaste Solar's
vision is to become a carbon-zero corporation (Namaste Solar,2020).
The company’s mission statement shows that its values are directly related to its mission
statement. The Namaste Solar has four core values.
 "To Care for the Earth”- Involved in designing, planning and introducing sun powered vitality
systems. The company commenced this initiative by getting their building to be LEED-gold
certified.
 "To Care for the Customer". The company protects all consumers by offering a warranty for a
decade on all residential and commercial products.
 "To Care for the Community". The company has made a policy to contribute a percentage of
revenue in solar system installation to non-profit communities.
"To Care for the Company". Their business's emphasis on fostering an equal atmosphere reflects
this. It has meritocratic governance, open management, and democratic decision-making. By
assuming personal accountability for others' physical, interpersonal, and emotional safety, the
firm promotes a safety culture. They pledge to accountability and collaborative practise in order
to co-create success as an employee-owned cooperative. The following values have the greatest
influence on the transformation philosophy and are represented in many of the basic principles of
Namaste Solar's vision to "Transform Energy, Transform Business" (Namaste Solar, 2020).
2. Does it seem that Namasté Solar has made a commitment to operating in a socially responsible
manner? Does it seem that Namasté Solar has made a commitment to operating in a socially
responsible manner? Is the company’s strategy ethical and does it address the needs of its
stakeholders? Explain.
Yes, Namaste Solar has vowed to conduct itself in an ethical manner. The company's marketing
is entirely under the co-control. owner's His main goal is to involve the community and provide
information about the company. He is responsible for ensuring that the community understands
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corporate operations, what the business does, what it stands for, and the importance of solar
energy. Employee-owned cooperative Namaste Solar encourages democratic decision-making
and community involvement as one of its many noteworthy projects (Namaste Solar, 2020).
Regarding its employees, customers, and dedication to positive social change, the company
upholds high ethical standards. Doing the right thing for all parties involved comes first at
Namaste Solar.
The fact that Namaste Solar is a Certified B Corp and a WorldBlu certified democratic firm
proves its dedication to ethical and transparent business conduct. Namaste Solar is a Certified B
Corporation, which means it complies with the strictest social and environmental performance
criteria, as well as requirements for legal accountability, public openness, and a legal balance
between profit and purpose. It uses a thorough method of measuring profit that accounts for
work-life balance, employee happiness, customer satisfaction, staff morale, community
involvement, and environmental impact. Since the company's marketing strategy for promoting
and advertising is on the correct track, all stakeholders share a commitment to the long term for
the business. I think the business's approach is moral and accounts for all stakeholders.
3. Is the company’s approach to strategy execution shaped sufficiently by its mission and values?
Based on what you read in the Maclean’s article and what you heard from Heather Lang and
Rachel Hutchisson, can the company’s approach and strategy be successful? Why or why not?
Because each employee owns a percentage of the company and profits and risks are shared
equally, the Namaste Solar business model is founded on moral business principles. Through the
hiring process, Namaste Solar was able to assemble a team that was highly educated,
empowered, and committed to the organization's long-term success. These ideas are strengthened
by the introduction of employee ownership incentives and self-governing business operations.
The company has had a lot of success employing a decentralised approach to decision-making.
By empowering their staff to make crucial operational decisions, they may hasten the decisionmaking and response process.
The business model will need to be periodically reviewed and modified as the firm expands to
make sure that being extremely self-governing does not impede future executions. In the
beginning, Namaste Solar looked for a group of knowledgeable and experienced employees who
matched its ideology and were prepared to contribute to the company over the long term. The
business successfully developed and supported a sound strategy by equipping the organisation
with the knowledge and experience necessary to realise its goals.
In comparison to most businesses, Namaste Solar took a unique and innovative approach to
decision-making. The creators started a procedure known as the "big picture meeting" (BPM).
All personnel were gathered in one room for these weekly meetings, which were used to solve
any issues the company was having. By encouraging everyone to participate in BPM and
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creating a sense of inclusion, the organisation showed great strategy execution for decisionmaking, which led to improved employee performance. The strategic planning sessions also
shaped the corporate culture and fostered an excellent work environment that supported a
winning strategy.
4. What does Namasté Solar do to link rewards and incentives to strategically important
employee/partner behaviours and the company’s targeted outcomes? Does its approach to
decision making support good strategy execution? Explain.
A key element of the founders' vision for Namaste Solar as well as their strategy for attracting
and retaining staff was their commitment to employee ownership. Under the terms of a carefully
crafted restricted stock plan, all workers were equally entitled to the opportunity (but not the
obligation) to acquire shares in the firm at any time, at the price in effect at the time. Vesting was
finished during a five-year span. Any departing employees are required to sell their shares back
and return the proceeds. Vested shares are repurchased at their fully realised (or depreciated)
value whereas nonvested shares are bought at their original purchase price (or the depreciated
price, whichever was lower). To find a balance between redeemed investors and the corporation,
the restricted stock plan included requirements.
The restricted stock plan included clauses intended to strike a balance between redeemed
stockholders and the company regarding how quickly the latter had to pay out departing
stockholders without hurting the latter. This is accomplished by setting annual redemption
payments in accordance with a percentage of annual revenue. 37 workers had stock in the firm as
of 2008. No one stakeholder, not even the two still living promoters, had more than 50% of the
company. Depending on when they joined the firm and how many shares they choose to buy, the
majority of the co-owners hold 1 to 3% of the business. As they intended, everyone's ownership
proportion over time, even the founders', decreased due to dilution.
5. Does Namasté Solar’s strategy as you understand it, qualify as a winning strategy? Why or why
not?
Recommend at least two strategic options for the future direction of Namasté Solar. What impact
will each recommended option have on the company’s values and culture? What
recommendation would you make to Blake Jones concerning the choice of a path for Namasté
Solar’s future.
The work environment at Namaste Solar offers excellent value. They are committed to
promoting and cooperating on an egalitarian culture through open-book management, democratic
decision-making, and a meritocratic system where people accepted responsibility based on
demonstrated competence. They are dedicated to creating a positive work atmosphere and are
constantly eager to learn, laugh, and have fun while doing it. Unfortunately, Namaste failed to
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implement a solid corporate strategy pertinent to their goal since they didn't take care of the
business and themselves financially and shared labour. They weren't optimising their growth or
profit curve, which made it impossible for them to provide their employee-owners any benefits.
They neglected to make sure that procedures and rules might facilitate rather than obstruct the
adoption of a successful strategy. One of the many managers that Namaste Solar was losing was
Wes Kennedy. Finally, the employees voiced their worry about burnout. Many of the workers
complained of being overworked and tired of constantly falling behind. The employees of
Namaste were becoming less motivated and less driven to keep the company growing.
6. Recommend at least two strategic options for the future direction of Namasté Solar. What impact
will each recommended option have on the company’s values and culture? What
recommendation would you make to Blake Jones concerning the choice of a path for Namasté
Solar’s future?
For Namaste Solar, the difference between success and failure at the present is not so large; but,
if the company recognised market demand, it would continue on a successful road. For their
product line to successfully fill this requirement, they need be creative and unique. To achieve
the aforementioned, the company should consider doing market research to understand consumer
preferences. The business should next produce things to meet these needs. Namaste Solar should
be able to provide solar panels and related products with cutting-edge and popular characteristics
for the market.
Increasing income for the company should be Namaste Solar's aim. Collaboration with
employees at all levels of management and supporting common values are necessary to boost
employee morale. The business may choose to create a joint venture with other solar businesses
to reduce expenses and get access to an untapped market. Because the firm was growing faster
than it could generate money internally, Blake Jones, the company's founder, is having problems
obtaining non-recourse bank loans. Selling a chunk of the company while preserving employee
ownership is the wisest course of action. By engaging the aid of outside investors, the
organization will be able to acquire some cash while continuing to be dedicated to its objectives
and guiding values.
References
About Us | Save Money, Make a Difference. (2021, January 29). Namasté Solar.
https://www.namastesolar.com/about-us/
Cadogan, J., (2009). Marketing strategy. London: SAGE.
Hiebing, R. and Cooper, T., (2003). The successful marketing plans. New York: McGrawHill.
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IvyPanda. (2021, January 22). Namaste Solar Inc.'s Development Strategy. Retrieved from
https://ivypanda.com/essays/namaste-solar-incs-development-strategy/
Kent, T. and Omar, O., (2003). Retailing. Houndmills, Basingstoke, Hampshire:
PalgraveMacmillan.
Ledermann, Lora. “Be Inspired: A Story about Namasté Solar.” Scream Agency, 23 Apr.
2020,
www.screamagency.com/be-inspired-a-story-about-namaste-solar/
Wilson, R. and Gilligan, C., (2005). Strategic marketing management.
Amsterdam:Elsevier/Butterworth-Heinemann.
Wood, G., (2004). Marketing communications. Oxford: Elsevier.
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