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The wild part, in the grand scheme of things, is that their message is significantly true. They're not convincing consumers that they're being anti-consumers; t

The wild part, in the grand scheme of things, is that their message is significantly true. They're not convincing consumers that they're being anti-consumers; they're actually consuming less by buying more durable goods that last longer and have a better lifecycle. It's not only true, the truth of it makes it incredibly authentic, and if there's anything that appeals to the market these days, it's authenticity. The supposedly 'crazy idea' that sustainability is, in fact, economically sustainable and even beneficial is a pretty amazing thing. It's a way to be more successful; it is not a cost. For more, check out Bill McDonough's excellent book "Cradle to Cradle: Remaking the Way we Make Things" -- http://www.mcdonough.com/speaking-writing/cradle-to-cradle/ http://www.mcdonough.com/speaking-writing/cradle-to-cradle/ Side note, I grew up extremely close to Patagonia for about 25 years (literally—went to kindergarten there), my father was highly influential in the leadership and direction of the company, helped come up with the "Don't Buy This Jacket" campaign and led many sustainability efforts. Ask me anything.

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cushychicken 11y ago
I have nothing to ask in the way of questions, but I do feel compelled to ask you to pass on a "thank you" for the company opening an outlet in Dillon, MT. I grew up in Bozeman, and I love that Patagonia would open a store in a place that most businesses would ignore wholesale.
- calinet6 11y ago
  Ha, I'll try to pass it on. Patagonia has a lot of roots in Bozeman. I remember visiting once, and they had a warehouse and office of about 10 people for a period in the 90's. Good folks. They tend to value the places that matter.
germinalphrase 11y ago
Do you have any insight into how dominant is Yvon Chouinard as a guiding visionary within the company? He's hardly a spring chicken anymore and it would be a pity to see the company relax this focus after his passing.
- calinet6 11y ago
  In my experience his influence was strong but well delegated. The culture and leadership of the company was more important, and would live on without him. There are a lot of people who were attracted to Patagonia because of the way it was run, and the reason it existed, and they want to see it continue with the same focus. It's not perfect (and neither is Yvon, of course), but it seems to be on solid footing, and I expect it to be even after he leaves.
pbowyer 11y ago
> Ask me anything. Wow, what an opportunity! I'm intrigued by motivation: did they set out to make great clothing, or did it prove to be the most profitable (and morally acceptable to the owners) way to make money with which to do what they really wanted to do? And did they have pointers that this approach (from "Don't Buy this Jacket" to now) would work, or was it a gamble that could've taken down the company if it hadn't paid off? Trying to apply it to my online business, I'm struggling to even start thinking this way.
- ISL 11y ago
  Check out "Let My People Go Surfing", Chouinard's business text, for a recounting of Patagonia's history. Their history is also recounted here: http://www.patagonia.com/us/patagonia.go?assetid=3351 http://www.patagonia.com/us/patagonia.go?assetid=3351
- sliverstorm 11y ago
  If it gives you any clue, here are some famous photos from the early days of Black Diamond, Chouinard's first company: http://www.prolificmagazine.com/wp-content/uploads/2012/07/Profile-41.png http://www.prolificmagazine.com/wp-content/uploads/2012/07/P... http://upload.wikimedia.org/wikipedia/commons/e/eb/Tom_Frost_-_One_cup_of_tea_-_1960.jpg http://upload.wikimedia.org/wikipedia/commons/e/eb/Tom_Frost... They sold their gear off picnic tables in Yosemite. They themselves were (are) climbers, and they climbed on the gear they made. (I think the answer to your question is "both")
- calinet6 11y ago
  I think above all they set out to make great products, period. Yvon seemed to put money second, or at least realized that it was a side-effect of doing the right thing. There was internal debate about "Don't Buy This Jacket." I heard some of it, and it was an amazing show of cultural strength that won out loud and clear above the concerns. It was a re-commitment to Patagonia's roots and values, and they really believed in it. There was not really a concern that it was going to fail, nor did it matter for them. They're a private company for a reason; they can do things like that for a greater purpose beyond short-term shareholder value, and because of that it makes a sort of self-perpetuating positive feedback cycle of value internally. The company believes in what it does, and does what it believes is right, and it's no accident that that genuineness and authenticity resonates with a market seeking quality. The realization that may be relevant to your business is that authenticity and genuine value and quality are all different names for the same thing. When they all line up, there's no gambling—there's just a clear vision of what's right for the customer, the company, the employees, and ultimately, the world. There aren't actually trade-offs if you don't create them. It may sound lofty, but getting all those things to line up really is the answer to many elusive and complex problems in business. Your market needs to both know about and understand your company and the value it provides in the most honest way possible. Likewise, you need to understand and respect your market as close to reality as possible, and balance leading and following it. At the same time, your employees need to understand that same value and be enabled to provide it proudly and without barriers, which is what most companies call 'culture' and find by accident or not at all. Be brave with the truth, and your customers, employees, and the world will respect you for it. I think that's why Patagonia launched this campaign so proudly. There was never really any risk involved, since it was simply an external projection of what they already believed strongly: the principles and values and most importantly knowledge that were already extremely in sync internally. Since they knew their internal representation of the world was the right one (a human truth, larger than themselves), they were proud to share it with their customers. Find those things that are bravely true and that you're proud to share with the world, and even when other companies with less knowledge and less confidence might think it risky, you'll know better. That said, there's a lot that needs to happen before that. Patagonia wasn't taking a giant risk with that campaign because it was already ingrained in their culture and way of business. They had something they believed in strongly, that they had proven and trusted over thirty years, and they just articulated it in a new way to new people. Two pieces. First, build your culture toward something you, your employees, and your customers can believe in strongly and truthfully. Understand your value and make it tangible. Second, look deeper: see your company, your customers, and your employees as a complex system that needs profound human leadership toward a common goal to reach a confidence that makes the big leaps into easy and confident single steps.
mrxd 11y ago
> They're not convincing consumers that they're being anti-consumers; they're actually consuming less by buying more durable goods that last longer and have a better lifecycle. But the company is also renewing the moral legitimacy of free markets. Depending on your point of view, you might think that turning left-leaning consumers into market fundamentalists is a bad thing even if the marketing about the product is true.

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cushychicken 11y ago

I have nothing to ask in the way of questions, but I do feel compelled to ask you to pass on a "thank you" for the company opening an outlet in Dillon, MT. I grew up in Bozeman, and I love that Patagonia would open a store in a place that most businesses would ignore wholesale.

calinet6 11y ago
Ha, I'll try to pass it on. Patagonia has a lot of roots in Bozeman. I remember visiting once, and they had a warehouse and office of about 10 people for a period in the 90's. Good folks. They tend to value the places that matter.

germinalphrase 11y ago

Do you have any insight into how dominant is Yvon Chouinard as a guiding visionary within the company? He's hardly a spring chicken anymore and it would be a pity to see the company relax this focus after his passing.

calinet6 11y ago
In my experience his influence was strong but well delegated. The culture and leadership of the company was more important, and would live on without him. There are a lot of people who were attracted to Patagonia because of the way it was run, and the reason it existed, and they want to see it continue with the same focus. It's not perfect (and neither is Yvon, of course), but it seems to be on solid footing, and I expect it to be even after he leaves.

pbowyer 11y ago

> Ask me anything. Wow, what an opportunity! I'm intrigued by motivation: did they set out to make great clothing, or did it prove to be the most profitable (and morally acceptable to the owners) way to make money with which to do what they really wanted to do? And did they have pointers that this approach (from "Don't Buy this Jacket" to now) would work, or was it a gamble that could've taken down the company if it hadn't paid off? Trying to apply it to my online business, I'm struggling to even start thinking this way.

ISL 11y ago
Check out "Let My People Go Surfing", Chouinard's business text, for a recounting of Patagonia's history. Their history is also recounted here: http://www.patagonia.com/us/patagonia.go?assetid=3351 http://www.patagonia.com/us/patagonia.go?assetid=3351
sliverstorm 11y ago
If it gives you any clue, here are some famous photos from the early days of Black Diamond, Chouinard's first company: http://www.prolificmagazine.com/wp-content/uploads/2012/07/Profile-41.png http://www.prolificmagazine.com/wp-content/uploads/2012/07/P... http://upload.wikimedia.org/wikipedia/commons/e/eb/Tom_Frost_-_One_cup_of_tea_-_1960.jpg http://upload.wikimedia.org/wikipedia/commons/e/eb/Tom_Frost... They sold their gear off picnic tables in Yosemite. They themselves were (are) climbers, and they climbed on the gear they made. (I think the answer to your question is "both")
calinet6 11y ago
I think above all they set out to make great products, period. Yvon seemed to put money second, or at least realized that it was a side-effect of doing the right thing. There was internal debate about "Don't Buy This Jacket." I heard some of it, and it was an amazing show of cultural strength that won out loud and clear above the concerns. It was a re-commitment to Patagonia's roots and values, and they really believed in it. There was not really a concern that it was going to fail, nor did it matter for them. They're a private company for a reason; they can do things like that for a greater purpose beyond short-term shareholder value, and because of that it makes a sort of self-perpetuating positive feedback cycle of value internally. The company believes in what it does, and does what it believes is right, and it's no accident that that genuineness and authenticity resonates with a market seeking quality. The realization that may be relevant to your business is that authenticity and genuine value and quality are all different names for the same thing. When they all line up, there's no gambling—there's just a clear vision of what's right for the customer, the company, the employees, and ultimately, the world. There aren't actually trade-offs if you don't create them. It may sound lofty, but getting all those things to line up really is the answer to many elusive and complex problems in business. Your market needs to both know about and understand your company and the value it provides in the most honest way possible. Likewise, you need to understand and respect your market as close to reality as possible, and balance leading and following it. At the same time, your employees need to understand that same value and be enabled to provide it proudly and without barriers, which is what most companies call 'culture' and find by accident or not at all. Be brave with the truth, and your customers, employees, and the world will respect you for it. I think that's why Patagonia launched this campaign so proudly. There was never really any risk involved, since it was simply an external projection of what they already believed strongly: the principles and values and most importantly knowledge that were already extremely in sync internally. Since they knew their internal representation of the world was the right one (a human truth, larger than themselves), they were proud to share it with their customers. Find those things that are bravely true and that you're proud to share with the world, and even when other companies with less knowledge and less confidence might think it risky, you'll know better. That said, there's a lot that needs to happen before that. Patagonia wasn't taking a giant risk with that campaign because it was already ingrained in their culture and way of business. They had something they believed in strongly, that they had proven and trusted over thirty years, and they just articulated it in a new way to new people. Two pieces. First, build your culture toward something you, your employees, and your customers can believe in strongly and truthfully. Understand your value and make it tangible. Second, look deeper: see your company, your customers, and your employees as a complex system that needs profound human leadership toward a common goal to reach a confidence that makes the big leaps into easy and confident single steps.

mrxd 11y ago

> They're not convincing consumers that they're being anti-consumers; they're actually consuming less by buying more durable goods that last longer and have a better lifecycle. But the company is also renewing the moral legitimacy of free markets. Depending on your point of view, you might think that turning left-leaning consumers into market fundamentalists is a bad thing even if the marketing about the product is true.