As producer of outdoor cloth Patagonia considers the environment as their most important stakeholder in their decision-making. Their environmental efforts go far beyond required law and impose extra costs on their customers. As to basic economic logic providing environmental quality beyond required law will put a company in a competitive disadvantage.
Patagonia’s vision is environmental conservation and restoration. They consider their purpose of being in building the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. Patagonia wants to compete in the market by pursuing an environmental differentiation strategy.
Patagonia’s key tactics in providing value for their stakeholders are summarized under the so-called ‘Product Lifecycle Initiative’. This initiative is a holistic commitment to lengthen the product lifecycle and reduce landfill waste. Those tactics can be categorized into what Patagonia refers to as: Reduce, repair, reuse and recycle. To reduce their customers consumption Patagonia heavily invests into R&D to produce the most durable garments. In addition, they only use organic and recycled garments to reduce the footprint of their products. Patagonia offers a free repair service for all of their products for the whole product life. Furthermore, they offer a second market where consumers can resell their used products. Patagonia encourages their customers to return Patagonia products instead of throwing them away so that they can recycle them correctly.
Patagonia provides a lot of value to the environment. This value needs to be captured via the consumers. Hence, the environmental quality they provide needs to find a willingness to pay among the customers. Some, but few people buy Patagonia products for altruistic reasons because they know that buying Patagonia products will do good to the environment. Patagonia bundles the public good of environmental quality, which is difficult to charge the customer for, with the private good being product quality. They do this by constantly communicating environment friendliness together with quality. Hence, consumer value environmental friendliness for the implicit quality Patagonia offers. Another aspect to buy their products is environmental prestige. Most importantly, however, environmentalism resonates with their customer values as Patagonia’s customers, as buyers of outdoor wear, usually love the nature. The fact that environmentalism is deeply integrated into their business model makes their engagement credible and difficult to imitate by competitors.
As the case of Patagonia shows basic economic logic has its limits when it comes to environmental differentiation strategies. A company can serve the environment as main stakeholder as long as it is able to capture those values perceived by the environment by finding willingness at the consumer to pay for those environmental qualities.
3. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Profitability vs. Environmentalism
Basis economic theory:
Environmentalism in companies is likely
to divert management attention and
capital
Not competitive if focus is only on
environmental objectives
Lose customers if environmental
quality providence goes beyond
required law
High dependency on consumer who
bear the burden of extra cost through
environmental investments
3
Source: Reinhardt (1998)
PROFIT
5. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Patagonia Doomed to Fail?
Basic economic theory applied to Patagonia:
Managements attention and capital is
diverted by environmentalism
Focus is on environmental objectives
Environmental quality providence
goes beyond required law
They have extra costs through
environmental activities
5
?
PROFIT
7. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Strategy
Vision
“Environment conservation
and restoration”
Mission
“Strive to build the best
product, cause no
unnecessary harm, and use
business to inspire and
implement solutions to the
environmental crisis.”
Believes
-
-
Quality
Integrity
Environmentalism
Not bound by
convention
Zen Philosophy
Environmental differentiation strategy
7
Source: Reinhardt (1998)
9. Introduction
Strategy
Business Model
Requirements
for Success
Tactics
Key Takeaways
Discussion
Business Model
Process
Innovation
Product & Service
Innovation
Business Model
Innovation
Create Value
Operational
Excellence
Customer
Intimacy
Product
Leadership
Environmental
Stewardship
Perceive Value
Customers
Excellent Quality
& Services
Good Feeling
Environment
Capture Value
Profits
9
Growth
Market Share
11. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Product Lifecyle Initiative
Virtues of Business Model
Operational
Excellence
Customer
Intimacy
Product
Leadership
Environmental
Stewardship
Key Tactics
Product Lifecycle Initiative
Reduce
Repair
Reuse
Recycle
“The Product Lifecycle Initiative represents a holistic commitment to lengthen the lifecycle of
each product and reduce landfill waste.”
11
Source: Reinhardt (1998); Reinhardt & Casadesus-Masanell, Kim (2010)
12. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Reduce
Key Tactics
Product Lifecycle Initiative
Repair
Reduce
Reuse
Recycle
Description
High Quality
Low Footprint
Organic & Recycled Materials
Assessment
Big increase in production costs
Limited product variety
12
Source: Reinhardt (1998); Reinhardt & Casadesus-Masanell, Kim (2010)
Only small price increase
13. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Repair
Key Tactics
Product Lifecycle Initiative
Reduce
Repair
Reuse
Recycle
Description
Free repairing service
Considers repair for other brands
Assessment
Increases trust in quality
High costs
13
Miss out on potential new sales
Not enough capacity
Source: Reinhardt (1998); Reinhardt & Casadesus-Masanell, Kim (2010)
14. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Reuse
Key Tactics
Product Lifecycle Initiative
Reduce
Repair
Reuse
Recycle
Description
Second market for used products
Considers opening for other brands
Assessment
Additional revenue stream
New less affluent customer segments
14
Source: Reinhardt (1998); Reinhardt & Casadesus-Masanell, Kim (2010)
Cannibalization of sales
15. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Recycle
Key Tactics
Product Lifecycle Initiative
Reduce
Repair
Reuse
Recycle
Description
Take broken products back for free
Considers providing service for other brands
Assessment
Cheap resources for production
High operating costs
15
Source: Reinhardt (1998); Reinhardt & Casadesus-Masanell, Kim (2010)
Capacity constraints
16. Introduction
Strategy
Business Model
Requirements
for Success
Tactics
Key Takeaways
Discussion
Business Model
Process
Innovation
Product & Service
Innovation
Business Model
Innovation
Create Value
Operational
Excellence
Customer
Intimacy
p
p
Product
Leadership
p
Environmental
Stewardship
p
Perceive Value
Customers
Excellent Quality
& Services
Good Feeling
p
Environment
p
Capture Value
Profits
16
?
Growth
?
Market Share
?
17. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Requirements for Success
3
2
1
17
Innovation must be defensible against
imitation by competitors
Establish credible information about
environmental attributes of its products
Find or create a willingness among
customers to pay for environmental quality
Source: Reinhardt (1998)
Discussion
18. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
1. Willingness to pay
Perceive Value
Customers
Excellent Quality & Services
Good Feeling
?
Environment
Capture Value
Profitability
Growth
Market Share
Patagonia
Bundling of public and private
goods (Environment & Quality)
Environmental prestige
18
Altruistic reasons (Donation)
Differentiation strategy resonates
with customer value
20. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
3. Protection Against Imitation
Process Innovation
Product & Service
Innovation
Business Model
Innovation
Low transparency
Patents, infrastructure
Highly integrated; strong
customer relationship
Medium protection
20
Medium / high
protection
High protection
21. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Requirements for Success
3
2
1
21
Innovation must be defensible against
imitation by competitors
p
p
Establish credible information about
environmental attributes of its products
Find or create a willingness among
customers to pay for environmental quality
Source: Reinhardt (1998)
p
Discussion
22. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Key Takeaways
Don’t just rely on basic economic logic! Environmental differentiation strategy
can work!
Environmental differentiation strategy must provide value to the customer and
the firm must be able to capture the value!
Company must be credible for their environmental efforts!
Environmentalism must be deeply integrated in the business model to be
difficult to imitate!
Innovation must be managed with respect to capacity and resources!
22
23. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Should Patagonia go public?
Investors
Expectation
Growth
Profitability
Patagonia
Shareholder
-
23
Profits = main
objective
ROI decision making
Short term focus
-
profits = only means to an end
Many environmental activities only
capture value as an integral part of
business model
Long term focus
Discussion
24. Introduction
Strategy
Business Model
Tactics
Requirements
for Success
Key Takeaways
Discussion
Discussion
Should Patagonia go public?
Investors
Expectation
Profitability
Growth
Patagonia
Shareholder
-
24
Focus on growth
-
Capacity and resource constraints can’t
handle fast growth without compromising
believes
Who has heard of Patagonia? (Show hands)Picture shows founder of Patagonia
- Who thinks Patagonia is a case to fail? (Show hands)
Answer earlier question: Patagonia is very successful by pursuing an environmental differentiation strategyQuality: Pursuit of ever-greater quality in everything we do. Integrity: Relationships built on integrity and respect. Environmentalism: Serve as a catalyst for personal and corporate action. Not Bound by Convention: Our success—and much of the fun—lies in developing innovative ways to do things.
Visualization of business modelThrough their innovation in processes, products, services and their business model they achieve operational excellence, customer intimacy, product leadership and environmental stewardshipThis creates value which is perceived by their stakeholders: Those are not only their customers but also very important the environmentHowever, for a sustainable business it is essential that those values are also captured in terms of financials
One main initiative that summarizes the most important tactics to achieve those virtuesCalled product lifecycle initiative“The Product Lifecycle Initiative represented a holistic commitment to lengthen the lifecycle of each product and reduce landfill waste.”Those tactics under the name of the product lifecycle initiative refer to: “reduce, repair, reuse and recycle”
Encourage customers to limit consumption to:only essential productsLong lasting high quality productsSmallest possible footprintPatagonia aims to provide those products:Invest heavily in innovation to improve quality and durability of garmentsUse only organic or recycled garmentsZen principle (reduce packaging, simple product design)Reduce energy consumptionProvide footprint chronicles for their productsEffect:Big increase in production costsOnly increased prices a littleNew materials only allowed limited product variety
Service innovation:Guarantee free repair service for their products for the whole product lifeCustomer even gets refund for postal costsEven consider offering their repair service for competitor brands (shows that environment preservation really is their main goal)High operating costsGuarantee increases trust in qualityHowever, if broken products are repaired miss out potential new salesRepair service already operates at full capacity -> sales people are encouraged to replace products (against philosophy)
Business model innovation: second market for used productsAgain even considered opening it for other brandsRisk of cannibalization of salesHowever, also address a new less affluent customer segmentAdditional revenue stream
When products have reached end of lifecycle customer can send them back to PatagoniaEven consider providing service for other brandsAlready recycle all polartech fleece regardless of brandsAgain: High operating costsBut also cheap resources for their productionFurther problem: with existing capacity they can already only recycle half the tons collected
Visualization of business modelThrough their innovation in processes, products, services and their business model they achieve operational excellence, customer intimacy, product leadership and environmental stewardshipThis creates value which is perceived by their stakeholders: Those are not only their customers but also very important the environmentHowever, for a sustainable business it is essential that those values are also captured in terms of financials
Perceived value needs to be capturedMost efforts and values created are to please the environmentCan those values be captured? Bundling of private and public goods (organic food = less pollution + healthier) - "the most significant reason for purchasing Patagonia is quality....environmental concerns, either in terms of the company‘s performance or characteristics of the product, were less important to customers ->Patagonia communicates environmental friendliness together with better qualityAltruistic reasons - (People do incur private expenses to provide for public goods) (i.e. donate to charity) - Percentage of Patagonia’s revenues = donatedEnvironmental Prestige - Consumption of products makes a statement to consumers peersDifferentiation strategy needs to resonate with customers values - Outdoor people are likely to be environmentalists - Technical excellence, performance and quality
What are objectives of shareholders? Shareprice determined by: Profits & Growth expectations (short term thinking)-> Profitability & GrowthTraditionally focus on environment -> profits = only means to an end Danger of seeing profits as an end and not as a meansExample: ROI decision making would reject many environmental investments since return is not directly visible. Most environmental activities just contribute to the companies financial success as an integral part of total business modelFocusing on short term returns would not be sustainable in the long term for Patagonia
Patagonia is very innovativeInnovation like product lifecycle initiative already puts large pressure on capacityIe. only half of the garments that Patagonia collects for recycling can be processedRepair department is at full capacity as well. Employees are already encouraged to offer replacement when People bring products to the store.Furthermore resources are limited. This does not allow for further growth without compromising their core believesHence, we would suggest for Patagonia to not go public