AUDIT OF

GARMIN Lucas Airhart

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LTD.
 Transitioned In 2019 was listed
Over 19,000
Founded in 1989 in Started off making heavily into the in Forbes top five
associates in 35
Lenexa KS. GPS systems. watch market companies to work
different countries.
recently. for.
  Garmin is very transparent with its stakeholders
 Stakeholders are invited to attend quarterly and annual
meetings
 Anybody is allowed to speak at these meetings to
present concerns or ideas
 CEO Cliff Pemble (2023) wants to “provide sustained
GARMIN’S value to all stakeholders proper financial management
and resource allocation must be key components of
STAKEHOLDER corporate sustainability”
COMMITMENT  Garmin is not interested in short term profits but long-
term sustainability.
 Garmin is considered a Firm of Endearment
 The term used by Sisodia, Wolfe, and Sheth used to
describe an organization that values its stakeholders and
shareholders and gives value to all their interests
(Sisodia et al, 2014, p. 1).
RECENT COMMERCIAL
RELEASED BY GARMIN
GARMIN’S CONSUMERS

Garmin 's primary consumers are people who enjoy outdoor activities or people who require GPS on
road and in remote locations.

Garmin has built up a favorable reputation that it's high-end watches are superior to its competition.

Garmin has rejected the idea of hucksterism and remains truthful in its advertising.
Hucksterism – This is a business practice that uses aggressiveness, lies or other forms of marketing
that is unbecoming of a respectable company (Sisodia et al, 2014, p. 88).
 GARMIN’S
EMPLOYEES
 Many of Garmin’s current and former employees hold the company in high
regards.
 Garmin has established an effective communication climate.

 Communication Climate - A communication climate describes how freely

communication flows within an organization, and how effective communication
is (Cornelissen, 2017, p.230).
 Follows the FoE principle that happy employees lead to happier consumers

 Established a creative quality of life benefit in which employees can get their
pilots license
 Creative Quality of Life Benefit - A benefit that a company offers to its
employees which is not normal, or a benefit the company can offer due to a
specialization within their field (Sisodia et al, 2014, p. 74).
 Established a reward system encouraging employees to explore their creative
side
 Has been the subject of employee happiness studies such as the Garmin case
study conducted by Laurie Heap.
Example of some of
the offered employee
benefits from the
Garmin Website
(Garmin, 2023).
  Garmin has established its own sustainability website highlighting the
company's commitment to the environment as well as its certifications.

GARMIN’S  Garmin shows a sense of responsibility by endorsing recycling and providing

data sheets to the public about its resources used.
ENVIRONM  Garmin also highlights that its able to work with world governments by
making its certifications public.
ENTAL  Garmin is monitoring these environmental aspects in a preemptive attempt of
issue management.
COMMITME  Issue Management - this refers to the ability of a company to identify and
address problem areas within an organization utilizing various methods
NT before they escalate (Cornelissen, 2017, p. 251).
 Many of their resources are finite or harmful plastics so better solutions need
to be constantly looked for.
GARMIN’S 2020 CRISIS
COMMUNICATION
 Even though Garmin is very successful they suffered a technological crisis in July of 2020 where its
entire service went down.
 “Garmin 's long running outage is a case study and how not to handle an IT meltdown in cybersecurity
attack and may indicate a longer recovery than expected” (Dignan, 2020).
 Garmin utilized a blend of acceptance strategy of an apology and a suffering strategy of victimization.
 Acceptance Strategy – This is when a company acknowledges a crisis is occurring and takes
responsibility for it (Cornelissen, 2017, p. 285).
 Suffering Strategy - This is when a company claims that they are the victims of a crisis to gain
sympathy from the consumers (Cornelissen, 2017, p. 285).
 Many people were unsatisfied with Garmin's response as they provided no rectification.
 Rectification - This is the proposed plan an organization or business presents as a crisis communication
to explain how they are not going to let this problem happen again (Cornelissen, 2017, p. 285).
RECOMMENDATIONS FOR
IMPROVEMENT
 Every company has room for improvement.
 Garmin’s external communications, especially in the customer
service department could be reworked
 Garmin can engage more on their social medias.
 Garmin needs to challenge the industry dogma regarding their
environmental policies and become a rule breaker.
 Challenge the Industry Dogma – The act of a company going
against the “best practices” established by previous companies to
discover a better way. (Sisodia et al, 2014, p.192).
 Rule Breaker ­- The name given to companies that do not follow
these “best practices” (Sisodia et al, 2014, p. 192).
 Not every successful company in an industry needs to follow such
best practices formulas for success” (Sisodia et al, 2014, p. 192).
 REFERENCES
 AMSCREEN. (2014, September 1). Garmin case study: Digital signage for internal communications [Video]. YouTube.
https://www.youtube.com/watch?v=GqYOaqKssqA

 Better Business Bureau. (2023). Garmin International Inc. Better Business Bureau,
https://www.bbb.org/us/ks/olathe/profile/global-positioning-systems/garmin-international-inc-0674-97061335

 Business Wire Staff. (2019). Garmin named one of America's top five best employers in Forbes 2019 rankings. Business Wire,

https://www.businesswire.com/news/home/20190425005206/en/Garmin%C2%AE-named-one-of-America%E2%80%99s-Top-5-
Best-Employers-in-Forbes-2019-rankings

 Comparably Staff. (2023). Clifton Pemble Garmin international CEO rating. Comparably,
https://www.comparably.com/companies/garmin-international/ceo-rating

 Consumer Affairs. (2023). Garmin. Consumer Affairs, https://www.consumeraffairs.com/automotive/garmin.html

 Cornelissen, J. (2017). Corporate Communication: A Guide to Theory & Practice. SAGE.

 Davenport, K. (2000). Corporate citizenship: A stakeholder approach for defining corporate social performance and
identifying measures for assessing it. Business and society, 39(2), 210-219, DOI: 10.1177/000765030003900205
 REFERENCES
 Dignan, L. (2020). Carmine's outage, ransomware attack response lacking as earnings loom. ZD NET,
https://www.zdnet.com/article/garmins-outage-ransomware-attack-response-lacking-as-earnings-loom/

 Edney S, Bogomolova S, Ryan J, Olds T, Sanders I, Maher C. (2018). Creating engaging health promotion campaigns on social
media: Observations and lessons from fitbit and garmin. J Med Internet Res, 20(12) doi: 10.2196/10911

 Garmin Staff. (2023). More ways to help you pursue your passions. Garmin, https://careers.garmin.com/benefits

 Heap, L. (2019). Fostering happiness through balance and integration: A Garmin case study. American Journal of health
promotion, 33(8), DOI: 10.1177/0890117119878277d

 Marketbeat. (2023). Garmin (GRMN) ESG rating & sustainability data. MarketBeat,
https://www.marketbeat.com/stocks/NYSE/GRMN/sustainability/

 Pemble C. (2023). Our mission: To be an enduring company. Garmin, https://www.garmin.com/en-US/sustainability/overview/

 Sisodia, R., Wolfe D. B., & Sheth, J. (2014). Firms of endearment: How world class companies profit from passion and
purpose. Pearson Education.