Project description for Goodwin Procter program.

1. 1
Fullbridge Program Project at
Goodwin Procter
Boston, Massachusetts (November 2015}

2. Final Project Overview:
Wearable Technology at Patagonia
• Set-up:
• Patagonia is exploring the possibility of implementing a new line of “wearable technology” hiking shoes with integrated
technology to track the hiker’s key performance metrics (distance, altitude, etc.)
• Nike has recently entered the wearable technology space with Nike+ basketball shoes, and has approached Patagonia about
a potential partnership in which Patagonia hiking shoes would be integrated with Nike’s existing platform in a co-branded
product.
• Alternatively, Patagonia may choose to enter the space on its own by building the product and capability in-house.
• Participant teams play the role of analysts for Patagonia’s Strategy and Innovation group, and they have been tapped by the
Director of Strategy and Innovation to help with this project. Their job is to analyze the two options and arrive at a
recommendation. The recommendation will be presented to the Patagonia Board of Directors.
• Business Decision:
• Should Patagonia pursue a partnership with Nike or build the new product line on its own?
• Key Business Analysis:
• Is Patagonia’s brand positioning as a “slow company” focused on anti-consumerism and social and environmental
responsibility compatible with Nike’s strategy of brand ubiquity? What are the risks? What are the synergies?
• Who is the target customer and what are their needs/preferences?
• What is the ideal brand concept, design, and positioning for the recommended option?
• What are the strategic pros and cons of both options? E.g.
• Operational and technological capability
• Brand implications
• Levels of distribution intensity
• Key Financial Analysis
• What are the expected financial returns of each option?
• What are the major assumptions and risk factors? How sensitive to these are the valuations?
• Mandate:
• Each team must present an analytically compelling and visually stimulating recommendation to the Board of Directors
in 4 days (8 days within the simulation; we are treating each unit as a new day), working under the supervision of the
Director of Strategy and Innovation. They must convince the Board that their recommendation is strategically compelling,
that it does not compromise Patagonia’s hard-earned brand positioning, and that it is financially attractive.

3. Wearable Technology at Patagonia:
Outline
3
• Introduce project management
fundamentals
• Introduce final project
• Premise, key issues, and
participants’ role
• Introduce sustainability themes
at Nike and Patagonia
• Deliverables:
• Team leader assignments
• Team norms document
• Desktop research and
brainstormed list of key
questions to be addressed
• Set-up: Director has a meeting
with Nike and would like initial
sense of key issues
• Provided: Assortment of slides
with (incomplete and jumbled)
data and background on Nike,
Patagonia, wearable tech, and
outdoor industry (“from a
consulting firm”)
• Deliverable: coherent, well-
structured presentation (from
existing slides) summarizing
key issues, providing initial
hypothesis, and highlighting key
outstanding questions
• Set-up: Director returns from
Nike and is waiting to receive
models from finance
department, but wants to “dig in
on customer analysis ASAP.”
• Provided: Customer survey data
(“from marketing“) to be
analyzed
• Deliverable:
• Ppt. summary of customer
analysis and strategic
implications for new product
line (i.e., ranked target
customer segments and
rationale)
• Set-up: Director has preliminary
financials but wants to pressure
test key assumptions:
• Patagonia Pricing
• Addressable market
• Nike licensing fee (partner
option)
• Capex investment (build
option)
• Provided: Pro forma models for
build and partner options
• Deliverable: Update models
based on research and customer
survey analysis
• Set-up: Director wants to share
preliminary brand concept and
design with BoD. Need real
VOC data and sound bites to
inform design and bring concept
to life.
• Provided: Introduction to design
thinking.
• Deliverable: Conduct customer
interviews (live or telephone),
create initial brand concept
(name, logo design,
positioning). 2-3 slide summary
of brand concept and design
with minimum 2 iterative cycles
of feedback
• Set-up: CEO wants to go
through a draft of the
presentation later today
• Provided: Detailed coach
feedback on outline
• Deliverable: Draft presentation
• Set-up: Presentation is
tomorrow. We are almost ready
to go. Need to finalize
presentation and practice,
practice, practice
• Provided: Detailed coach
feedback on draft presentation
• Deliverable: Final presentation
and “dress rehearsal” delivery to
coach
• Coach watches and provides
feedback on presentation
• Participants will re-submit final
presentation in unit after this
one; regardless of whether or
not they have any last-minute
Day 1 Day 2 Day 3
MorningAfternoon
Day 4
• Set-up: Director wants to pull
up with final recommendation
and think through presentation
storyline
• Provided: outline template and
blank slides template
• Deliverable: Final
recommendation, presentation
outline, blank slides

4. Patagonia Team Project: The Role of
Coach
4
Overall
Objectives
• Practice their skills through integrated, practical application
• Promote a sense of confidence by giving participant team a chance to work hard, think critically,
and deliver a highly successful final presentation
• Forge strong team bonds
• Reinforce the relevance of Fullbridge skills and competencies
Coach “Role”
• During units: Colleague and mentor: Coach role in the simulation is that of a senior colleague and
mentor to the participants. You work at Patagonia but in a different part of the organization. You used to
work for the Director of Strategy and Innovation so you know her style, motivators, etc.
• Team can bounce ideas off you but you don’t necessarily have the “answers.” Alternatively, you can play
the role of the boss herself when you feel that that would be most valuable to participants.
• Giving feedback on deliverables: The “Boss” – Director of Strategy and Innovation: All feedback should
on submitted deliverables should be delivered in the role/voice of the boss.
• Stay in role as much as possible during the project units. If you need to step out of role, be explicit about
it as participants have been told to assume you are in role unless you tell them otherwise
• Role play should start at the beginning of TP unit 2, “Initial Research and Hypothesis”
Feedback and
Guidance to
Teams
• There is no correct or incorrect “answer” or recommendation in this project. Rather, the project
has been structured such that participants can come to their own hypotheses and conclusions
throughout the simulation
• Grading and feedback should focus on the ability to complete tasks and defend their analyses
using the concepts they learned in the Program

5. TP1: Project Management and Initiation
Learning
Objectives:
• Participant will have the opportunity to:
• Learn the context, objective, and structure of the team project
• Conduct high-level research into the protagonist companies, industries, and central issues
• Assign team leaders for each unit
Deliverables: • Summary of output from team brainstorm on list of key questions (provided).
• Team leader assignments
Coach Notes: • Designed to be low-stress, soft launch of team project.
• Simulation begins in the next unit, coaches are not yet roleplaying during this unit.
• Encourage participants to explore and have fun with research, check YouTube sites for ad
campaigns, get to know the two companies, wearable technology space, etc.

6. TP2: Initial Research and Hypothesis
Learning
Objectives:
• Participant will have the opportunity to:
• Craft a well-designed presentation without having to create all the slides from scratch
• Focus on structure and flow of the presentation
• Observe examples of good slide design (template, tag lines, use of graphics and text, use
of quantitative charts and graphics, testimonials slide, etc.)
• Observe use of formula for calculating expected annual customer revenue from survey
data (for use in later project units)
• Identify and prioritize relevant information (discard irrelevant information)
• Conduct research and format findings into slide format (incomplete slides)
Deliverable: • Arrange and complete existing slides into a coherent, succinct summary of the background and
key issues to prepare the boss for her meeting with Nike.
Coach Notes: • Students download “scrambled” assortment of slides. 4 types of slides:
• Core slides: Slides that are important and relevant to the task as described in the boss
voicemail (summarize the key issues re: digital hiking shoe concept to prepare the boss for
the big meeting with Nike)
• Unfinished slides: Clearly marked (e.g. “to be completed”), these are all core slides and
should be completed by the participants based on outside research
• Decoy slides: Extraneous slides re: Patagonia’s business that are unrelated to the issues
and should be left out of the presentation. Note: some of these are hidden “example”
slides that show analysis that teams may wish to leverage later in the project
• Agenda slides: These provide a “clue” of the overall structure of the presentation
• As always, there is no “right” or “wrong” answer. There are a number of possible final products
that could be created from the slides. Coaches should focus on flow, relevance and analysis
conducted to complete the unfinished slides. See rubric for additional detail.

7. TP3: Customer and Brand Analysis
Learning
Objectives:
• Participants will have the opportunity to:
• Learn the basics of customer research
• Analyze primary customer data and pull out key insights
• Structure their insights into a cohesive, well-defended recommendation
• Identify outstanding questions or major gaps in data
Deliverable: • 5-10 slide summary of key insights, including:
• Ranked prioritization of the 4 different customer segments and explanation of ranking
• Discussion of implications for Nike partner/build in-house decision
• Discussion of what important data are still outstanding
Coach Notes: • Significant amount of quantitative analysis for participants
• Although data have already been cleaned and packaged, teams must focus their time on going
through the data, conducting any additional analysis, pulling out the key insights and packaging
these into a cohesive deliverable for the boss
• Detailed instructions and tips/tricks are included in the “Additional Guidance” pod of the unit
• Please review the detailed coach version of the survey data that has been provided to you. This
contains shortcut charts and graphs to give coaches a sense of the types of analysis and insights
that can be pulled from the data
• PLEASE NOTE: the coach version of the survey data is NOT a model answer, participants are free
to develop their own analyses and insights, as long as these are clearly explained in a way that
demonstrates skills developed in the Business Analysis module of the Program
• High performing teams will replicate the “Alpine” customer value analysis they saw in the
previous unit, using the price and purchase behavior information from the survey data (bonus
points)
• Biggest unanswered question is what is the relative size of each customer segment (note: this
will be revealed in the next unit). Good teams will recognize this and mention it in their
presentation

8. TP4: Applied Financial Analysis
Learning
Objectives:
• Participant will have the opportunity to:
• Analyze financial analysis of both build and partner/license scenarios, pressure test key
assumptions, and weigh the insights
Deliverable: • Updated financial models with explanations of all changed assumptions and sensitivity table
• Email summary of recommendation and rationale
Coach Notes: • Coaches should familiarize themselves with the model and boss’ email for this unit before they
coach the project (located in the first pod of the unit).
• Develop your own draft analysis and answers as a point of reference when reviewing
participant submissions. Remember there is no right/wrong answer so you are testing for
application of financial analysis skills and logical defense of insights. See rubric for details.
• Prioritization is key to success in this unit. The models are large and complex so the participants
should focus on getting up to speed quickly and analyzing the specific assumptions addressed in
the boss’ email.

9. TP5: Decision Point
Learning
Objectives:
• Participant will have the opportunity to:
• Reflect on the previous three units, discuss and decide as a team what their
recommendation will be
• Develop the outline for their final presentation and the blank slides
Deliverable: • Outline and blank slides for final presentation
Coach Notes: • Participants should be encouraged to take a moment of reflection and to discuss as a team all
the work and insights they have derived over the previous 2 days
• Very critical that participants have time to structure a robust argument and story for their
presentation. Coaches strongly encouraged to check in with participants during the unit to help
them think through their structure and outline.
• This will be the foundation for building the final presentation: upfront investment in a sound,
logical structure with good narrative flow, analysis and visual sensibility will make the difference
between a stressed out, struggling team and a relaxed, confident, and successful final
presentation

10. TP6: Brand Concept and Design
Learning
Objectives:
• Participant will have the opportunity to:
• Learn the principles and processes of Fullbridge Design Thinking
• Practice gathering primary research
• Use creativity and iterative design to develop a brand name, positioning, and logo
• Learn how to be responsive to new ideas and 11th hour disruptions, and to quickly pivot
during an otherwise linear process
Deliverable: • 3-4 slide presentation summarizing brand concept and design (slides to be integrated into
broader presentation)
• Customer testimonials and feedback
Coach Notes: • Unit and deliverables deliberately structured to feel disruptive and change the lens through
which the participants are approaching the project
• Coaches should emphasize the importance and relevance of Design Thinking in any problem
solving situation and, if possible, articulate examples from their own experience
• Participants will need to move quickly through the Additional Guidance readings and start to
brainstorm and iterate internally on a brand name, positioning and logo design
• Participants may choose from a variety of methods for gathering feedback on their initial design,
including:
• Live prospective customer interviews (out on the street)
• Phone interviews (difficult with visual design)
• Online survey or email survey to friends and family – will need to include visuals
• Participants should be encouraged to use creativity, hand-drawings, cell phone videos and
photos, etc. to get the point across and collect feedback
• Remind participants to leave themselves enough time to synthesize and package results

11. TP7: Presentation Development
Learning
Objectives:
• Participant will have the opportunity to:
• Turn their detailed outline into a completed first draft of their final presentation
Deliverable: • Draft final presentation
Coach Notes: • This is execution time for participants. Coaches should provide support to students as needed
and really push them to:
• Think about the narrative and visual story they are telling: must be compelling, cohesive,
and beautiful. Emphasis on left brain and right brain (necessary for a major retail brand
like Patagonia)
• Create a polished and professional looking presentation – not a patchwork of slides
• Create all necessary charts and graphs from quantitative information – stare at the charts
– is this the best way to show the data? Are the numbers aligned? Are the charts and
graphs aligned?
• Don’t forget about
• Tag lines
• Pick a slide template that is consistent with your brand positioning and logo
• Footnotes and citations
• Agenda and navigation cues (e.g. rolling agenda)
• Timing: Presentations should be approximately 20 minutes and followed by
approximately 10 minutes of Q&A although these numbers can be adapted based
on logistical constraints

12. TP8: Presentation Practice
Learning
Objectives:
• Participant will have the opportunity to:
• Practice their presentation skills and learn the power of presentation practice as a key
preparation tool
Deliverable: • Updated final presentation (“Practice Presentation”)
Coach Notes: • Coaches should allow participants enough time to:
• Incorporate any final feedback on their presentation draft
• Practice their presentation as a team
• Practice their presentation at least once with their coach
• Practice again after receiving feedback from their coach
• Coaches should be very directive and hands on in providing feedback to their teams. This is the
last opportunity to put final polish on the presentation before the presentation to the BoD (or
other real-life constituencies)
• Coaches should practice asking teams questions during and after their presentation (to prepare
them for Q&A during actual presentation)
• Encourage participants to continue practicing after you have given feedback

13. TP9: Final Presentation
Learning
Objectives:
• Participant will have the opportunity to:
• Deliver their final presentation and answer questions from the audience
Deliverable: • Final presentation
Coach Notes: • Even if there are no changes from the presentation submitted in the previous unit, make sure
participants re-submit their final presentation to the exercise in this unit anyway (for grading
purposes).
• Coaches should focus on keeping energy and confidence high!
• Goal is to have a positive outcome for the teams. Provide immediate, positive feedback once the
presentations are done. You will have time for more detailed feedback later.
• Make sure presentations are approximately 20 minutes and are followed by approximately 10
minutes of Q&A. Adapt these numbers based on logistical constraints.