Patagonia Case Study

Ana Martinez Valls 22/10/2012 PATAGONIA 1) Evaluate Patagonias clientele model. How grand to Patagonias business model is its environmental position? Business models more than often than not find as a primary objective to earn money, however, Patagonias is primarily oriented towards doing things right. That is why Patagonias founder Yves Chouinard considers the ac familiarity an opportunity to challenge the conventional wisdom and present a clean style of responsible business.Its business model differs well from the traditional business one. PATAGONIAS BUSINESS MODEL * Target client Patagonia builds products for its core lend oneselfrs, those who lead the dirtbag lifestyle (someone who wanders for temp jobs and long summers, someone who is passioned rough climbing, surfing.. etc) * Product High prime(a) & useful products, for different occasion that are aimed to last forever Four main product categories activewear (47%), Technical outwear (30%) Technical Knits(12%), Hard Goods (6%). Mission- Core service come along the best product, cause no unnecessary upon and use business to inspire and machine solutions to the environmental crisis. Value delivered Manu facture of elevated caliber outdoor and adventure sport clothing -Quality Best clothes, own quality Lab (patents and technique used by early(a)wise big corpportaions) -Environmentally electrical shock (organic materials, recyclable products, environmental campaigns) -Innovative products that can last forever (more intelligent consumption) -Service to he customer (repair, replace) Acquire and keep customers during a recession as it is the field nowadays, in a competitive market if two firm s have the same product at a similar end points and one of them has a more responsible business, customers are going to take away the responsible business product * Differentiation Organic materials that decrease harm to the environment. Products that last forever. Indeed you dont have to buy par venu products you can repair them Products tested (proved by professionals) and developed in Patagonias lab. Revenue generation Margin earned from selling through its cardinal channels wholesale(44%), retail (33%), catalog and internet (23%). As a component of sales, the gross margin ranges form 50 to 55%. In their unseasoned products they focus on innovation, environmental advert and quality what enabled them to charge prices roughly 20% higher than those of other outdoor apparel and 505 higher than pickle market brands for comparable products. * Cost structure one third of the apostrophize comes from manufacturing and two thirds form raw materials.Higher be due to labor costs in North America which are estimated to be anywhere from quad to ten times those elsewhere but in any case by the use of eco friendly materials such as organic like which was between 50% and 100% more expensive than normal cotton. * Profit margin $26 963 000 ($332 862 in net sales) in 2010 2) How abstain can Patagonia grow? How fast should it grow? Patagonia could grow hurrying, from a financial positioning but if it did it so it would not be The Coolest Company on the Planet (Fortune coverstory, Casey 2007).Indeed Patagonia endeavors a sustainable growth and it prioritizes a slow growth that enable the crapper to be committed to its mission and values. Patagonias growth path is well related to the values that have being shaping the company since 1957 when Chouinard founded it. Indeed, Chouinard is a reluctant entrepreneur and his primary objective in business is not to earn money but he states that the reason why he is in business is to protect what he likes. An unsustainable growth goes against his values. Patagonia has found unambiguous ship canal to couple their products function and the brands environmental values.Their business model raises major sums for environmental causes and their technological innovation reduces the environmental impact of their products- a nd that is what it is important for Patagonia. A perfect tense example of the sustainable growth Patagonia wants to prosecute is their willingness to use organic cotton. The swear out provided to other corporation in order to help to establish a whole neworganic? cotton industry is also a landmark of how they are committed to a sustainable ripening of the manufacturing industry.Indeed, Patagonia is a reference for other business in its path to reduce contamination and some big corporations such as Nike have imitated -in a current ground level -this new organic cotton initiative. Patagonia has a responsibility towards golf club and the future reduction of pollution and feels that its mission is to share broad sustainable practices. Another initiative that in theory slows Patagonia financial growth is its amour in the 1% For The Planet program- an alliance of over 1200 business that donate a self imposed environmental tax of 1% of revenues to environmental organizations worldw ide.Also, some of Patagonias practices such their Employee Internship Program- through which employees can leave their jobs at Patagonia for up to two months to work full-time for the environmental group of their choice- could also slow their financial growth but increase their positive impact in society In a nut shell, Patagonia is not solely focused in economic and financial growth but more on its path of breaking new ground on trim environmental harm. Patagonia wants to be part of the solution to this economic crisis, and not part of the problem.Even if it could grow faster in financial terms, there is no doubt that Patagonia is growing exponentially in other parameters such as in its position as a beneficial actor in society. 3) Would Patagonias business model differ if it were a publicly held company? If Patagonia was a Publicly held company it should in theory pursue other objectives and values that the ones it has currently since it should give priority to shareholders value . At a first glance we may think that a faster growth pace will be the solution.In fact, in the case it is suggested the fact that Patagonia was private was a major reason that it could pursue environmental sustainability. On the one hand, shareholders care about dividends and the value of their originations and Patagonias sustainable schedule is said to be at the expense of its growth. On the other hand, Patagonias environmental committeemen gives the company its competitive advantage and helps the company to pursue a sustainable growth.Maybe it is true that in the short term to have as the main goal Maximizing shareholder wealth by boosting growth could be a good solution. Nevertheless, in the long term it may be unsustainable. In a long term perspective achieving the multi-ends of the firm in accordance with the car park good of the society seems to be the good solution-and more now in times in of a global economic crisis where competition is huge and customers have a high ba rgaining power.Customers will appreciate that the company is a member of the society, a member that balances short term and long term value and seeks for the common good. Patagonia does so by being environmentally committed and by providing function for other companies by sharing with them their innovative sustainable practices and product innovations. It is raise to point out that Patagonia has being increasing its profits each year even if they were environmental friendly.They have always bear in approximation that if they wish to lead corporate America by example, they have to be profitable. This kind of rationale will be difficult to implement in a publicly held business where the stockholders may be ungratified with the companys objectives. However in the medium or in the long term stockholders will be happy to earn stock from one of the 100 Best Companies that is probably carrying on growing.Patagonia has achieved an exceptional degree of integration between Corporate Soci al Responsibility values and commercialized activity. Its business strategy is extraordinary and instructive. Patagonia WTP * High products * Durable Credible environmental Policy * Moral Wellbeing * Innovation * Multi use Organic cotton reduce models because they did not found as many providers as they infallible Patagonias business model Invest in research and development quality , innovation, high price, profit Invest in environment constrain harm, En4139ry