They have been actively involved in eloping the environment and those who share this Ideal for over 20 years. This shows that they are not Interested in temporary “fly-by’ solutions to long-term environmental problems. While they are very profitable and make arguably the best product within their industry, they also suffer because of their lack of business savings in certain aspects. Yet, they make up for it with their quest for improving every aspect of their organization. Due to their innovation and the quality of their products they are able to change and adapt quicker which keeps them ahead of competition.
Yet, with that they lose that loss of specialization they enjoyed with Cinchonas, and may In turn lose those Individuals who seek that degree of specialization. They do however hold quite a bit of leverage over some of their dealers, especially those who rely on their products to drive sales. Their distribution mix, being split into: mail- order, internet, retail and wholesale, is extremely functional and provides them with the opportunity to reach a very wide customer base.
However, because they do not specialize in one of these things and do not advertise they do miss out on part of the racket, but this of their own will. They prefer to be able to have more control over what Info Is given to the public In terms of trying to persuade the consumer, they would Instead prefer that the quality of the products and customer service they provide would sell the products themselves and establish long lasting consumer bonds.
They also can be found guilty of alienating their less loyal customers in some of their practices as illustrated by this passage, “All our customers are not equal in our eyes. There are indeed some we favor more than others. These are our core customers, those for whom we actually design our clothes. “[l] According to Malls and Slogans the company Is at stage five of the corporate excellently model. They are transforming the business world, not just their industry, but the business world as a whole as they are and have been leading initiatives that aim to promote and encourage advancing corporate citizenship.
They do not have one specific partner; rather they support any smaller grassroots organization with a specific environmental cause, or oppose certain business practices of other companies that ay not value their Identity and corporate citizenship as highly, or at all. The environmental strategy AT Patagonia Is one Tanat NAS stemmed Trot ten overall understanding and appreciation for environmental sustainability, or the pursuit thereof, held undeniably close by Yves Cinchonas (Y. C. ) and his wife, as well as their employees.
It is divided, in the simplest terms, into five different categories including: lead an examined life, clean up our own act, do our penance, support civil democracy, and influence other companies.  In each of these sections lies a much ore deeply-rooted philosophy dedicated to the pursuance of environmental excellence and leadership, without compromising their ideals of quality and customer service. This strategy, which basically consists of being a responsible human being in terms of everyday actions and decisions, evolved from their humble beginnings as a company of climbers turned entrepreneurs.
Since, Y. C. Was first an outdoors, along with his friends and colleagues, their interest in preserving the sanctity of our environment and all its’ aspects directly correlated to their enjoyment f their respective practices and sports. It began with a “clean-climbing” article praising the use of more environmentally-friendly chocks and the evolved into a more widespread and involved strategy for changing the world we live, or in better terms “re-naturalization” it.
Along with this the company began, and continues, to encourage grass-root movements that strive to change corporate policy in conjunction with environmental concerns, and even settled on providing 1% of all of its’ sales to these certain groups and organizations (mostly non-No’s). The idea that Patagonia based such of its’ environmental innovations and strategies around was that they could not rightly sit by the sidelines and watch the environment, as the basis for their products’ usefulness, be destroyed by those inhabiting it.
In 1991 during the midst oaf depression, the growth so readily available to Patagonia was halted and they had to downsize in order to stabilize. This resulted in Y. C. And his friends taking a “retreat” into the wilderness, in order to establish criteria for operation that would ultimately provide a framework for profitable and responsible business practices that would not undermine the fundamental beliefs shared by all within.
The crisis experienced by the firm in 1991 forced the company and most notably the owners themselves to refocus their business model and find their “core” beliefs-which resulted in the formulation of the mission and respective philosophies. Within this mission it states, “We strive to do no harm… Our activities in this area will be under constant evaluation and re-assessment as we seek constant improvement. “ This shows Patagonians renewed commitment to the environment as this part of the mission is mentioned above all else, even their dedication to quality.
The benefits in having an environmental strategy that strives to lead and change the strategies and practices of other businesses in one that lets the company inevitably remain as an example of responsible corporate citizenship; which creates a network of customers and supporters who continue their commitment to the brand based on the leadership role the company accepts and fulfills to the best of its’ possibilities.
This also technically increases or at least sustains their target market for an extended period f time, this is important to them specifically as a company because of their outlook on growth and expanding only to the limits of a century worth of sustainability. If their environmental efforts and strategies not only decrease the waste and degradation of the environment, but lead other corporations to follow suit, then their target customer wall nave netter or at least sustained areas Tort possible adventurous exploitations.
Also, if there is increased awareness and appreciation for the environment and its’ preservation, then in the long run there will be greater usability for new enthusiast and therefore new customers, and since Patagonia would represent one of the industry leaders in this push, it could potentially dominate this growing consumer base. However, this strategy also comes wit ha set of problems, mostly concerning business objectives and decisions.
When facing a problem of quality, convenience or costs versus the environmental implications Patagonia finds itself in the troubled position of choosing the right path. In the pas the decisions to use organic cotton in their clothing, recycled paper for their catalog ND as many recycled materials as possible with their products, they have experienced numerous challenges and costs that another firm would consider unnecessary and damaging.
Like the first time they switched the paper for the catalog the quality suffered greatly, and when using organic cotton they increased their trouble and costs three times over if not more, but through it all they seem to come out profitably ahead. This is explained by Cinchonas when he says, “Every time wave elected to do the right thing, even when it costs twice as much to do it that way, it’s turned out to be more profitable.  Patagonia strives to minimize their negative effects on the environment in order to stay close to their company’s foundation and never become what they feared, a “business”.
The environmental philosophy of the company revolves around the idea of improving or at the very least minimizing the effects certain business practices negatively influence our environment. Patagonia is unique, especially in today’s business world because it has always focused on quality over profit and strives to please the customer, who in the early days was also the manufacturer or employees themselves. This commitment to excellence enables them to think outside the box in order to improve every aspect of their business from manufacturing to usage of their various product lines.
Also, it is not Just adopting an environmental strategy to stop the knock or phone calls from No’s, but as a true belief and foundation of the organization itself that has continued longer that some companies have been around. It leads, not only its’ industry, but the business world itself in creating more concrete and respectable HER practices. Like the innovative paid maternity-leave guideline, the in-house daycare hey provide, the “Let My People Go Surfing” belief, or the very casual dress code (if you can even call it a dress code).
Yet, one of the most interesting and unique things about the company is its’ belief in the employee as a valuable and insightful part of the organization and not Just a tool to gain maximum proficiency. They strive to get their employees to help make their products and practices better and encourage a very open management style. They promote change in a business world that fears and abhors it; this is a very unique characteristic in the business world period. I loud love to work for Patagonia because it has core philosophies and practices that I strongly believe in.
While I am not a big outdoor enthusiast, I do believe that an open working environment void of bureaucracy encourages and facilitates higher employee satisfaction, involvement and creativity, which can only help to substantiate and benefit the organization. I also value their commitment to excellence as I would not want to work for a company that did not value their customer enough to provide a quality product or service, Ana along ten same lens 010 not value ten environment enough to try and improve its corporate citizenship in an honest and whole-hearted manner.