please this article then summarize the article $""$At Patagonia, making a profit is not the goal, because the Zen master would say profits $1$ happen $$when you do everything else right.$$ It has become fashionable for executives to extol their companies$$ environmental, social, and governance $($ESG$)$ credentials. Almost $200$ CEOs of some of the best$-$known companies globally, such as $3$M$,$ Accenture, Alphabet, Amazon, Apple, Disney, Coca$-$Cola, ExxonMobil, and General Motors, signed a statement by the Business Roundtable $($in $2019)$ that $$the $2$ purpose of a corporation is to promote an economy that serves all Americans.$$ In this declaration, the CEOs endorse stakeholder capitalism by committing to delivering value for customers, investing in employees by fostering diversity and inclusion, dealing fairly and ethically with suppliers, supporting local communities, and $($mentioned last$)$ creating longterm shareholder value. For $50$ years, Patagonia has been a pioneer in pursuing a stakeholder strategy to create shared value. Patagonia$$s storied history demonstrates that doing good by creating value for its diverse stakeholders has also resulted in doing well in terms of profits. Patagonia was $3$ founded with the purpose$-$driven mission $$to save our home planet.$$ Founder Yvon Chouinard explains Patagonia$$s mission: $$Who are businesses really responsible to$?$ Their customers? Shareholders? Employees? We would argue that it$$s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment, there are no shareholders, no employees, no customers, and no $4$ business.$$ How did this California$-$based outdoor clothing company achieve a sustainable competitive advantage while doing right by all of its stakeholders, not just its investors and owners? Yvon Chouinard, the renowned mountaineer and environmentalist who founded and owns Patagonia, never desired to be a businessperson. He had always considered businesspeople $6$greaseballs$.$ He believes that corporations are the source of all evil because their everincreasing desire to maximize profit is harmful to Mother Nature$$ something very dear to Chouinard$$s heart. Growing up$,$ Chouinard was always exploring the great outdoors, engaging in outdoor activities from fishing to surfing to wandering around forests. Some of the outings of the Southern California Falconry Club, of which Chouinard was a member, required rock climbing to observe falcons and their nests close up$.$ Chouinard fell in love with rock climbing instantly, and over time, his rock$-$climbing adventures became increasingly intense. With it arose the need for better and more durable equipment. At age $18($in $1957),$ Yvon started forging reusable steel pitons, climbing hardware designed to protect rock climbers from falling. Pitons are metal spikes driven into the rock that the climber can fasten to a rope with a carabiner or directly use as a climbing aid to hold or step on$.$ These reusable pitons proved to be a better alternative to cheaper European pitons designed as one$-$time$-$use products. Chouinard also disliked the European pitons because they littered once$-$pristine mountain faces. At heart, Yvon is a craftsperson who enjoys making things for himself, items he wants to use in his varied outdoor adventures. Chouinard took to selling his hard$-$steel pitons to avid climbers so that he could spend more time outdoors and avoid traditional employment. His first marketing flyer warned customers not to expect any deliveries during the climbing season. To meet the growing demand for his steel pitons and the other innovative climbing Page $170$ gear that he created, Yvon entered a partnership with Tom and Doreen Frost $($in $1964)$ to form Chouinard Equipment Ltd$.$ By $1970,$ their fledgling startup had become the largest supplier of climbing hardware in the United States. At that point, Chouinard feared that the company was becoming one of those $$sources of evil$$ like other traditional companies that he despised. To correct his course, Yvon decided to put protecting the environment at the center of his business. As climbing became more popular, climbers gravitated to the same routes. On one ascent, Yvon was revolted by the disfigurement of a previously pristine rock face, which now had cracks caused by the repeated hammering in and removal of pitons. Chouinard decided to redesign his steel pitons, which were the company$$s primary revenue source. He invented aluminum chocks, a more rock$-$friendly alternative. In $1972,$ Chouinard Equipment released its first catalog. It contained an extensive essay emphasizing the importance of transitioning from pitons to chocks to promote $$clean climbing,$$ which means climbing without leaving a trace of having been there. When the catalog went out, roughly $70\%$ of the business was pitons; nine months later, it was $70\%$ chocks. In the following years, the company$$s mail catalogs came to be known for showcasing new products, communicating matter$-$of$-$fact descriptions of them"